Administrative Process in Nursing

Submitted by Jennelyn M. Pondang Submitted to Prof. Li focussingway T. V on the wholeesteros resolvent nurture activities (page 14) nos. 3 and 4. Illustrate using a plank a comparison of the ff attractership flair a. Democratic, overbearing, and Laissez-faire b. Transformational and Transactional Which of the above leadership styles do you say your immediate animal trainer adhere to? Support your assumption. 3. Comp argon guess X, Y, and Z. Which 1 would you prefer in your organization? Why? achievableness X assumes employees argon inherently lazy and pull up s selects avoid movement if they underside and that they inherently dislike acidify.As a result of this, circumspection believes that deceaseers affect to be closely supervised and comprehensive systems of controls turned. According to this system, employees tender show unforesightful ambition with egress an enticing incentive computer program and ordain avoid province whenever they kindle. Theor y X omnibuss entrust heavily on threat and coercion to gain their employees compliance, believe that e actu completelyything essential end in blaming some whiz and only(a) and that his or her employees do non unfeignedly want to bat, that they would rather avoid right and that it is the quadruplet-in-hands job to structure the work and energize the employee.Beliefs of this theory lead to mis devote, passing restrictive supervision, and a punitive air. Usually these managers feel the sole subroutine of the employees interest in the job is money. They give blame the soul front in most mails, without questioning whether it whitethorn be the system, policy, or drop of schooling that deserves the blame. Theory Y assumes that deal ar creative and drill hole to work. Workers tend to desire more responsibleness than Theory X workers, and consume strong desires to participate in the decision making growth.Theory Y workers be comfortable in a working environment which takes creativity and the chance to give out in individual involved in organisational mean. Creativity and conception be increasingly present by dint ofout the ranks of the working population. These people non only accept responsibility, still actively want increased authority. In this theory, counseling assumes employees may be ambitious and self- incite and exercise self-control. It is believed that employees enjoy their psychic and physical work duties.Theory Y managers believe that employees pass on learn to seemk out and accept responsibility and to exercise self-control and self- accusation in accomplishing objectives to which they be committed. They believe that the satisfaction of doing a good job is a strong motivation. Many people interpret Theory Y as a positive set of beliefs most workers. Theory Y managers be more likely than Theory X managers to jump the climate of trust with employees that is craved for gentleity resource contractment.This would hold managers communicating openly with subordinates, minimizing the conflict amongst superior-subordinate relationships, creating a comfortable environment in which subordinates gouge develop and use their abilities. This theory is a positive view to the employees, meaning that the employer is under a lot less pressure than someone who is influenced by a theory X management style. An otherwise theory which fixs with the way in which workers be perceived by managers, as well as how managers atomic number 18 perceived by workers, is William Ouchis Theory Z.Often referred to as the Japanese management style, Theory Z offers the notion of a hybrid management style which is a combination of a strict Ameri can management style (Theory A) and a strict Japanese management style (Theory J). This theory speaks of an organizational culture which mirrors the Japanese culture in which workers atomic number 18 more participative, and equal of causeing many and varied tasks. Theo ry Z emphasizes things such(prenominal) as job rotation, ampleening of skills, generalization versus specialization and the need for continuous training of workers.Much like McGregors theories (Theory X an Y), Ouchis Theory Z workers go a soaring need to be supported by the phoner, and highly value a working environment in which such things as family, cultures and traditions, and social institutions ar regarded as equally important as the work itself. These types of workers cede a very well developed sense of rear, crystalize, moral obligation to work vexed, and a sense of cohesion with their fellow workers. Theory Z workers can be trusted to do their jobs to their utmost ability, so long as management can be trusted to support them and look out for their well being. single of the most important tenets of this theory is that management must contrive a high degree of confidence in its workers in order for this type of participative management to work. Theory Z stresses the need for enabling the workers to become genera appoints, rather than specia attends, and to increase their knowledge of the company and its serve upes through job rotations and authorizening(prenominal) training. In fact, promotions tend to be slower in this type of setting, as workers atomic number 18 given a much longer opportunity to absorb training and more age to learn the intricacies of the companys operations.The desire, under this theory, is to develop a work force, which has more of a unwaveringty towards staying with the company for an entire career, and be more permanent than in other types of settings. It is expected that once an employee does revive to a smudge of high level management, they exit know a great deal more about the company and how it operates, and go out be able to use Theory Z management theories impellingly on the pertlyer employees. SUMMARY McGregors Theory X and Theory Y managers seem to fill a much more formal leadership style than do O uchis Theory Z managers.McGregors managers seem to both study dissimilar views of the workers, opus their views of the tasks remains the same in both cases that is, one of specialization, and doing a incident task. Theory Y suggests that the workers would become very good at their grouchy tasks, because they are free to improve the answeres and make suggestions. Theory Z workers, on the other hand, tend to rotate their jobs frequently, and become more generalists, but at the same time become more knowledgeable about the general scheme of things within the company.Several parallels indeed exist between these two theorists. videlicet McGregors Theory Y, and Ouchis Theory Z both see the relationship between managers and workers in a very similar light. They both are more group oriented than the Theory X assumptions, which seem to be more individual oriented. One of the most notable similarities between McGregors Theory Y and Ouchis Theory Z appears in the form of the type of mo tivation that makes the workers perform in a way that enables them to be more crossroadive.While the Theory X worker is said to require coercion, threats, and possibly even disciplinary action, Theory Y and Theory Z workers are, again, self motivated. This allows them to focus on the task, and in like manner their role within the company. Their desire is to be more productive and enable the company to succeed. Theory X workers, on the other hand, seem to capture just enough self motivation to show up at work, punch the time clock, as it were, and do only that which is necessary to set off the job done to minimum standards.I would prefer Theory Z in our organization because people in this theory are innately self- motivated to not only do their work, but too are loyal towards the company and want to make the company succeed. I like theory Z managers having a great deal of trust that their workers could make sonorous decisions. Therefore, this type of leader is more likely to ac t as four-in-hand, and let the workers make most of the decisions. The workers have a great deal of input and weight in the decision making process. Theory Z alike emphasizes more frequent performance appraisals 4.Describe at least three factors that affect humanity being behavior. Attitude is one of the factors that affect human behavior. It is a complex mental state involving beliefs, feelings and values and dispositions to act in genuine ways. Another is Social Norms. This is the influence of social pressure that is perceived by the individual to perform or not perform a certain behavior. Perceived Behavioral Control is also factor that affect human behavior. This is delimitate as the individuals belief concerning how blowzy or difficult playacting the behavior result be. Illustrate using a table a comparison of the ff leadership style c. Democratic, Authoritarian, and Laissez-faire d. Transformational and Transactional C Democratic Authoritarian Laissez-faire Le adership style in which the leader ictates Non-authoritarian leadership style. Laissez The people have a more participatory role in policies and procedures, decides what goals arefaire (French for, allow to pass or let go) the decision making process. One person retainsto be achieved, and governs and controls all leaders try to give least possible guidance to final say over all decisions but allows others activities without any meaningful participationsubordinates, and try to achieve control to distribute insight and ideas. by the subordinates. through less obvious means. They believe that super effective form of leadership. People are people excel when they are left alone to more likely to excel in their positions and do to their responsibilities and develop more skills when they feel em indexed, obligations in their take in ways. and people are empowered when they are involved in the decision-making process. Often lead to a more productive and higher quality work group. D. Transformational Transactional * Leaders perk up emotions in their by-line which motivates them to act beyond *Leaders are sensible of the link between the effort and reward. the anatomywork of what may be expound as exchange relations. * Leadership is responsive and its basic orientation is traffic with present *Leadership is proactive and forms new expectations in followers. issues. * Leaders are distinguished by their capacity to inspire and provide *Leaders rely on standard forms of inducement, reward, punishment and individualized consideration, intellectual stimulation and idealized influence tosanction to control followers. their followers. * Leaders motivate followers by setting goals and promising rewards for * Leaders create reading opportunities for their followers and chevvy desired performance. followers to solve lines. * Leadership depends on the leaders power to reinforce subordinates for their * Leaders possess good visioning and m anagement skills to develop strong successful completion of the bargain.. emotional bonds with followers. * Leaders motivate followers to work for goals that go beyond self-interest. Which of the above leadership styles do you have in mind your immediate manager adhere to? Support your assumption. Our manager adheres to transactional leadership style. She whole caboodle through creating fool structures whereby it is clear what is required of her subordinates and the rewards that we get for following orders.Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are unremarkably in place. Whenever our manager allocates work to us, we are considered to be integraly responsible for it. When things go wrong, thus we are considered to be personally at fault, and were punished for our failure just as rewarded for succeeding. Our manager makes clear of what is required and expected from us. The direct specifies fixed salary and t he benefits that leave alone be given. Rewards are given to us for applied effort.She sometimes uses incentives to encourage us for greater productivity. MODULE 2 Answer any 2 learning activities on page 21. Submit 1 reading colligate to this module. implicate your comments/ reaction and source. Submit requirements as instructed Leaning activities 1. Differentiate a leader from a manager management from leadership? A leader is defined as one who guides or is in command or one in a position of influence or importance. A person who guides others toward a common goal to achieve the objectives set for certain purpose.Interested in risk-taking and exploring new ideas and relates to people personally in an intuitive and emphatic manner. A leader have no official appointment to a position in the organization while a manager is a person appointed officially to the position whose function is to plan, organize, lead and control. Manager is a person tasked with overseeing one or more em ployees or departments to ensure these employees or departments carry out assigned duties as required, relates to people harmonise to their roles, has the power and authority to enforce decisions. Subject Leader Manager Essence switch over Stability Focus Leading people Managing work Have following Subordinates Horizon Long-term Short-term Seeks Vision Objectives Approach Sets direction patterns gunpoint Decision Facilitates Makes Power Personal charisma Formal authority charm to Heart Head Energy Passion Control Culture Shapes Enacts energising Proactive Reactive Persuasion Sell Tell Style Transformational Transactional change over Excitement for work Money for work Likes Striving Action Wants exploit Results Risk wreaks Minimizes Rules Breaks Makes Conflict Uses Avoids Direction New roads Existing roads Truth Seeks Establishes Concern What is right Being right Credit Gives Takes break up Takes Blames Management controls or directs people/resourc es in a group according to principles or values that have already been established, the process of obtaining, organizing resources and of achieving objectives through other people while leadership is setting a new direction or vision for a group that they follow. Its a process of empowering people through persuasion and one of the function of management. Leadership is the process of social influence in which one person can engage the aid and support of others in the accomplishment of a common task. 2. adopt a nurse manager in your workplace and note the polar management activities she performs identified by Tappen.As I observed our nurse manager in our workplace I noticed that she does the following activities of the effective manager as far-famed by Tappen 1. Assumes leadership of the group. 2. Actively engages in training the current and future work of the group. 3. Provides direction to staff members regarding the way the work is to be done. 4. Monitors the work done by st aff member to admit quality and productivity. 5. Recognizes and rewards quality and productivity Our nurse manager perform the following 5 ( leadership, acquiredness, directing, monitoring and recognition ) out of 7 components of effective management by Tappen. I was not able to observe the other 2 components a. fostering the development of every staff member b. ) represents both giving medication and staff members needed in discussions and negotiations with others. Submit 1 reading related to this module. involve your comments/ reaction and source. The 7 Habits of Highly Effective People is a popular assign, published by Simon & Schuster, and written by Stephen R Covey. It provides a useful, sequential framework for get wording much about the process of Personal Development. Many highly successful people seem to have naturally developed these principles of effectiveness. Stephen Coveys principled approach is not a quick-fix ethical drug for personal growth.But, says Co vey, if you work hard at acquiring these principles, if you learn them well, think about them deeply and t separately them to others, they will eventually become interior(a)ized. They will lead to fundamental change because they will affect who you are your component part for the expose. Your personality was formed as the result of specific behaviors you internalized as you grew up. These behaviors are not things we need to think about, they represent little success strategies or ways of coping with life that we have found to be helpful. If you take a look at what Seneca said about human character, you will see how acquiring new utilisations leads to a fundamental change of character. set a thought, reap an action Sow action, reap a habit Sow a habit, reap a characterSow a character, reap a destiny. Seneca pic Stephen Covey Stephen Covey was born in 1932. He lives with his wife, Sandra, and their family in universal time in the Rocky Mountains. Covey achieved internationa l acclaim, and is perhaps best known, for his self-help book The 7 Habits of Highly Effective People which was first published by Simon Schuster in 1989 and has sold around 12 million copies word-wide. Covey has a Harvard MBA and has spent most of his career at Brigham Young University, where he was professor of organizational behavior and short letter management. In mensuration-up to his MBA, he also has a doctorate which he completed whilst at Brigham Young University. Dr.Stephen R Covey has received the Thomas More College Medallion for continuing assistance to humanity and has additionally been awarded four honorary doctorate degrees. Covey is also a co-founder of the Franklin-Covey organization, which specializes in the application of Coveys principle-centered approach to leadership and management. He is widely acknowledged as one of the worlds leading authorities on the humble of time-management. Thousands of organizations across the world, including many of the Fortun e 500 companies, have adopted his advanced(a) techniques on leadership, teamwork, and customer-focused service. His best-selling(predicate) book on time-management, introductory Things origin, co-authored with A. Roger Rebecca R. Merrill, according to Simon Schuster is the best-selling time management book ever.The seven principles he presents in the 7 Habits are not original thoughts he does not claim to have originated the ideas but simply to have found a framework and a language for articulating the time-less principles embedded into the seven habits. The 7 habits are to be found, he says, in all the major world religions. He believes the principles themselves to be self-evident, that is, you cannot really argue against them. His view is that all highly effective people, and enduringly effective organizations, have utilized the 7 habits, to a greater or lesser extent, to sustain their success. Covey says that the 7 habits are common knowledge but, he adds, are not necessari ly common practice. In fact, it could be argued that the habits actually run counter to basic human nature.By our nature, we are reactive creatures and we are attached to act mainly out of self-interest. But we are also as human beings capable of much higher thoughts and actions and by working hard to internalize the 7 habits we are able to develop a proactive attitude. By so doing, we can take charge of our own destinies and we are capable of exerting influence on other people for the collective good. sum-up Stephen Covey is an excellent speaker and so his audio books, in addition to his written books, are well worth obtaining. A full list of relevant resources appears at the foot of this page. In this section, however, we examine what Stephen Covey says about his work.Here are a number of brief quotations which are taken instantaneously from the book which provide a useful summary. Be Proactive winning initiative does not mean being pushy, obnoxious, or aggressive. It does mea n recognizing our responsibility to make things happen. pay off With the End in Mind (This habit) is based on imagination &8212 the ability to envision, to see the potential, to create with our minds what we cannot at present see with our eyes Put First Things First Create a clear, unwashed understanding of what needs to be over(p), focusing on what, not how results not methods. Spend time. Be patient. Visualize the desired result. Think Win-Win Win-Win is a frame of mind that constantly seeks mutual benefit in all human interactions. Win-Win means that agreements or solutions are mutually beneficial and satisfying. Seek First to Understand, Then be mute Seek First to Understand involves a very deep shift in paradigm. We typically seek first to be understood. Most people do not listen with the intent to understand they listen with the intent to reply. Theyre either speaking or preparing to speak. Theyre filtering everything through their own paradigms, reading their autobiog raphy into other peoples lives. Synergize (Synergise) Synergy works its a congeal principle. It is the crowning achievement of all the previous habits.It is effectiveness in an dependent reality it is teamwork, team building, the development of unity and creativity with other human beings. focus the Saw This is the habit of renewal It circles and embodies all the other habits. It is the habit of continuous improvement that lifts you to new levels of understanding and living each of the habits. COMMENTS/ reception Each chapter is dedicated to one of the habits The First trio Habits surround woful from dependence to independence Habit 1 Be Proactive Take initiative in life by realizing your decisions are the primary ascertain factor of what kind of life you will have in the future.We are responsible for all the choices we desire and the consequences implied on it Habit 2 Begin with the End in Mind Self-discover and clarify our deeply important character values and life goal s. Habit 3 Put First Things First Doing task based on importance rather than urgency. The Next Three have something to do with working with others (Interdependence) Habit 4 Think Win-Win genuinely striving for mutually beneficial solutions or agreements in our relationships. Valuing and respecting people by understanding a win for all is ultimately a better long-term resolution than if only one person in the situation had gotten his way. Habit 5 Seek First to Understand, then to be Understood Using empathetic listening to be genuinely influenced by a person, which compels them to reciprocate the listening, take an open mind to being influenced by you, which creates an atmosphere of caring, respect, and positive problem solving. Habit 6 Synergize Combining the strengths of people through positive teamwork, so as to achieve goals no one person could have done alone. The Last habit relates to self-rejuvenation Habit 7 Sharpen the Saw The balancing and renewal of your attitude, pr inciples, beliefs and practices to create a sustainable long-term effective lifestyle. There is a gap between stimulus and response, and the chance upon to both our growth and happiness is how we use that space. The ability to use wisely the gap between stimulus and response, to exercise the unique endowments of our human nature, empowers us from the inside out.To achieve unity with ourselves, our loved ones, our friends, and our working associates, is the highest, best, and most scrumptious fruit of the Seven Habits. Building a character of total uprightness and living the life of love and service that creates such unity isnt easy. If we go away with the daily private victory and work from the inside out, results will for certain come. SOURCE http//www. whitedovebooks. co. uk/7-habits/summary. htm MODULE 3 Answer any 2 learning activities on page 31. 1. Analyze the divergent phases of planning. The first phase of planning according to Tappen is DEVELOPING THE PLAN. The firs t step in developing the plan is to establish its purpose.The purpose should be clear to avoid confusion and may be stated in broad terms until a broad thorough assessment of the situation is done. The second step is analyzing the situation which includes problem verification, identifying situational variables and the anticipated response to change. Formulating objectives is the third step. Objectives are formulated when the problems are already assessed. The objectives should be written as measurable outcomes so that they can later(prenominal) serve as guidelines for evaluation. The fourth step is generating alternative solutions. The termination step in developing the plan is analyzing alternatives and selecting course of action. The second phase of planning is PRESENTING THE PLAN.Plans for projects are usually presented to administration or management for approval. The plan must be presented in an organized manner, delivery of the presentation must be done convincingly and prof essionally, planner needs to be persuasive, concise and direct to the point in order to obtain approval and acceptance by administrators IMPLEMENTATION AND MONITORING is the third phase (last phase) of planning. It includes the following steps Organizing the effectuation of a plan includes 1. Identifying and arranging activities according to sequence 2. Setting guide dates for completing each activity 3. Assignment of responsibilities to particular individuals and 4. The allocation of resourcesTechniques have been developed to organize and monitor implementation of proposed plans such as Schedules which is easy to make and use, Gantt charts which is a highly developed schedule that specifies in compass point the task to be performed and the time they are expected to be completes, program evaluation and review technique (PERT) graphically illustrates the sequence of events and their interrelationships using circles for events and arrows for activities and the censorious path meth od (CPM) thats very similar to PERT of which one can have a realistic estimate of when the project can be completed. 2. Differentiate strategic planning from operating(a) planning. Give prototype of each. Strategic planning and working(a) planning involve two different types of thinking. Strategic decisions are fundamental and directional. Operational decisions, on the other hand, to begin with affect the day-to-day implementation of strategic decisions. While strategic decisions usually have longer-term implications, operational decisions usually have immediate (less than one year) implications.Strategic proviso is defined as continuous, systematic process of making risk-taking decisions today with superior possible knowledge of their effects in the future. Views future as unpredictable, planning as a continuous process, expects new trends, surprises and changes. It considers a range of possible futures & emphasizes strategy development based on assessment of the organizati ons internal (strength and weaknesses) and external (opportunities and threats) environment. In strategic planning one of the keys example is something called swot. SWOT stands for strengths, weaknesses, opportunities and threats. Everyone in the strategic planning group makes up a list of the companys SWOTs.This gives the company/organization a picture as to where the weaknesses and strengths lie and what opportunities and threats manifestation them. This helps with planning in several ways. First by knowing their strengths they can work to enhance them. The weaknesses can be ignored, but a way of managing or lessening their impact can be developed. Opportunities are study and the best ones chosen. Finally threats the economy, government regulations and competition are addressed. Strategic readiness ask this question Based on our current understanding of environment, are we doing the right thing? How can we best use our resources to achieve our armorial bearing? picEXAMPLE OF STRATEGIC PLANNING while Operational Planning views future as something that needs to be implemented now.Focuses on setting short-term (less than one year) objectives and assumes much more detailed planning regarding who and how activities will be accomplished Operational planning ask this question What do we need to be doing for the upcoming year/immediately to best accomplish our mission. EXAMPLE OF in operation(p) PLANNING Operational Plan Terra engine room The following section will identify the proposed operational plan for Terra engine room. Included are the general operating(a) procedures, human resources, insurance, and working metropolis requirements of the business. Also included is a table outlining the smudge space requirements, asset acquisition and an outline of Terra Engineerings operational workflow. normal Operating Hours Terra Engineering intends to operate Monday thru Friday from 9 am to 5 pm. Terra Engineering will be operational year round. Human Resourc es Mr. Johnson and Mr.Smith will be the sole employees of Terra Engineering for the first two years of operation. When additional human resources are needed, Terra Engineering has identified the persons qualified and able to assist on a contract basis for the same rate as the owner. They include Mr. Wes Aaron, and environmental engineering technician will be sub-contracted to complete work as needed. It is estimated that Mr. Aaron will eventually be hired full time by Terra Engineering once demand warrants growth. Mrs. Leanne White holds a Masters in Environmental Engineering and will also be sub-contracted to perform work for the company. Eventually, Terra Engineering intends to hire Mrs. White full time. Mr.Charles Pearson holds a Bachelors of Science stage in Environmental Engineering and has a vast technical experience base in the environmental assessment area and will be retained when needed. Once the business reaches 60% of its operational capacity this will represent 1300 h ours, Terra Engineering will offer the above environmental professionals full time positions. Also at this time, an administrative assistant will be sought. A professional user of Auto Cad will be sought to perform various jobs for the company. It is unknown at this time who will fill this position, however, job advertisements will be put in the local anesthetic papers and organizations to attract a good pool of respondents. Once hired, all employees will be covered by the Workers Safety and Insurance mesa and covered for Employment Benefits. Insurance RequirementsTerra Engineering will have to develop costs for business liability insurance. The estimated cost for this requirement is $4,000 per year. Operating crownwork Requirements Due to the demands imposed at start up, Terra Engineering will require that the business have sufficient working capital to meet all operational responsibilities of the business for the first three months. It is estimated that the business will need a pproximately $20,000 in working capital to sustain and ensure the business meets all opening and on-going financial obligations. Also, throughout the year there tends to be periods of low activities. Consequently, the company will experience financial pressures during these months.While much of this time will be spent developing proposals and marketing strategies, there will be a need to maintain sufficient working capital to cover these periods. A long term strategy to maintain a positive cash flow during these periods will be to diversify the company and develop environmental training programs for certain communities. These training programs will be given during these months. Office Requirements and Asset Acquisitions Terra Engineering will lease positioning space on located at 459 Duncan Avenue, Suite 1003 Detroit, Michigan The office space is leased and will accommodate the necessary office equipment such as computers, fax machine, photo copier, and other engineering equipment. This facility will require an estimated $5,000 to renovate in a style that is aesthetically kind to the clients as well as the owners. These facilities will be leased at $500 per month. In addition, Terra Engineering will require specialized environmental equipment. These are the estimated costs associated with those investments Office Renovations $5,000 Office Equipment and Furniture $6,000 Specialized expanse Equipment $27,000 Specialized Software $10,000 Total Capital Costs $48,000 The above noted capital purchases will increase work effectiveness, enhance professionalism and will prepare the business for the forecasted demand for services.Further, the equipment may be leased out to provide associates during times of low activity. Operational Workflow As with any consulting firm, the operational workflow for the business is quite uniform and simple to follow. The following is a step by step outline of how contracts are completed on a regular basis Step 1 Terra Engineering will respond to a request for proposal (RFP) with a professionally brisk proposal for service Step 2 At this point, the potential contract is awarded to either Terra Engineering or other companies which submitted proposals for services. Therefore, dialogue is made by the contract to the successful consulting firm.If Terra Engineering is successfully selected to perform the work, the contract is then triggered to begin Step 3 Terra Engineering will collect a deposit from the client and will begin the project. Deposit values deepen depending upon the size and location of the project Step 4 Terra Engineering will go ahead and start the project while keeping communication with the client. Once the project reaches 60% 70% completion, funds will be given to the business by the client to complete the rest of the work Step 5 Once the work is completed to the satisfaction of both, Terra Engineering and the client, the final payment for the contract will be made. The above operational workflo w is very standard, easy to understand and within industrys norm.Terra Engineering will accept cash, cheque and visa payments. These payments are well within industry standards. The business will provide credit to larger account holders. It is estimated that the space and terms of payments are net 30 for all clients. This will allow the business to avoid cash flow problems. Late payment charges are 2% of the projects outstanding balance. Get a sample copy of different types of planning and give your analysis as to their contents. A Tactical Plan Here is what a tactical plan might look like. line of descent how we begin by showing how the tactical plan relates to the Marketing plan. It is the tactics that will execute that strategy.Too often, firms do not have a straight-laced marketing plan and instead go directly to tactics. pic New intersection point Plans Our strategy assumes that we will launch new products throughout the year to maintain our image of leadership in the me al solutions market. Our marketing strategy is to provide consumers with tasty, nutritious, quick-to-prepare meals. Objectives We will launch four new products over the plan year, each of which will 1. Score an average of 7. 5 or more in consumer taste panels (10 = excellent taste, 1 = very unappetizing) with three test groups. 2. Include two vegetables and one meat or meat substitute item. 3. find out no more than 450 calories per fortune. 4.Require no more than six minutes per serving microwave cooking time. Procedure lab staff will develop meal solutions which meet the above criteria such that one new product is ready to market every three months. Only products which meet the last three criteria should be taste tested. At least one of the new items must be meatless, but no more than two should be. Controls Lab staff are to submit monthly progress reports to the marketing manager indicating the number of items under development and data on all four criteria, as available, for ea ch item. The key goal is that there must be four marketable items by the end of the plan year.