DIRECTING

DIRECTING
Definition:  It is the issuance of orders, assignments and instructions that enable the nursing personnel to understand what are expected of them.
SUPERVISION and GUIDANCE nurse can maximally contribute to the organizations goals.


Directing is said to be the heart of management process. Directing is the function of guiding, inspiring, overseeing and instructing people towards accomplishment of organizational goals.

DIRECTING
Definition:  It is the issuance of orders, assignments and instructions that enable the nursing personnel to understand what are expected of them.  A process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals.  Directing is said to be the heart of management process.  Directing is the function of guiding, inspiring, overseeing and instructing people towards accomplishment of organizational goals.

DIRECTING
Definition:


Directing initiates action and it is from here actual work starts. Direction is said to be consisting of human factors. It is described as providing guidance to workers who is doing their work. Direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently.

DIRECTING


Definition: Directing is influencing people's behavior through motivation, communication, group dynamics, leadership and discipline. Managers give this function a variety of names: Higgins calls it LEADING Other labels are: INFLUENCING, COACHING, MOTIVATING, INTERPERSONAL RELATIONS, AND HUMAN RELATIONS.

DIRECTING
Characteristics:
1. Pervasive Function Directing is required at all levels of organization. Every manager provides guidance and inspiration to his subordinates. 2. Continuous Activity Direction is a continuous activity as it continuous throughout the life of organization.

DIRECTING
Characteristics:
3. Human Factor Directing function is related to subordinates and therefore it is related to human factor. Since human factor is complex and behavior is unpredictable, direction function becomes important.

DIRECTING
Characteristics:
4. Creative Activity Direction function helps in converting plans into performance. Without this function, people become inactive and physical resources are meaningless. 5. Executive Function Direction function is carried out by all managers and executives at all levels throughout the working of an enterprise, a subordinate receives instructions from his superior only.

DIRECTING
Characteristics:
6. Delegate Function Direction is supposed to be a function dealing with human beings. Human behavior is unpredictable by nature and conditioning the peoples behavior towards the goals of the enterprise is what the executive does in this function. Therefore, it is termed as having delicacy in it to tackle human behavior.

DIRECTING
Directing Style Managers tell people what to do, how to do it and when to have it completed by. They assign roles and responsibilities, set standards, and define expectations. 1. Communications It is one way. The manager speaks, employees listen and react. The only feedback managers ask for is - "Do you understand what needs to be done?"

DIRECTING
Directing Style 2. Goal-Setting GoalThe manager establishes short-term goals with shortspecific deadlines. 3. Decision-Making DecisionThe manager makes most if not all decisions. When problems arise the manager evaluates options, makes decisions and directs employees as to what actions to take.

DIRECTING
Directing Style 4. Providing Feedback The manager provides candid, detailed instructions as to what changes the employee needs to make. 5. Rewards and Recognition Managers reward and recognize people for following directions.

DIRECTING
Points to Remember When Using the Directing Style  Organize your thoughts before you begin to speak.  Start with the big picture, and then discuss the details.  Make sure your directions are clear and specific.  If possible show employees the desired output. Take the mystery and guess work out of what you want.  Assign due dates.  Provide written instructions if the directions are complex or lengthy.  Get feedback -test the transfer. Ask the employee to explain in his or her own words what you want done.

Element of DIRECTING
A. B. C. D.

DELEGATION COMMUNICATION DECISION MAKING CONFLICT MANAGEMENT

DELEGATION
Definition: A process by which a manager assigns specific tasks/duties to workers with commensurate authority to perform the job. The worker in return assumes responsibility for its satisfactory performance and is held accountable for its result. However, the ultimate responsibility and accountability rest with the manager who delegates the task.

DELEGATION
Definition: By delegating well defined tasks and responsibilities, the nurse manager can be freed with valuable time that can well be spent on planning and evaluating nursing programs and other activities. Trains and develop staff members who desire greater opportunities and challenges in their work making them more committed and satisfied in their jobs.

DELEGATION
Principles: 1. Select a person to whom the job is to be delegated. Make sure that the employee is capable of doing the job. Give the employee the accountability and authority to do the job.

DELEGATION
Principles: 2. Delegate both interesting and uninteresting tasks. Uninteresting jobs can be used to challenge, motivate and increase a persons' performance and commitment. Interesting jobs can draw out the best among employees and inspire them to higher achievement.

DELEGATION
Principles: 3. Provide subordinates with enough time to learn. Expertise can be achieved through training and experience. 4. Delegate gradually. New employees may not be able to assume full responsibilities as employees who have stayed longer on the job.

DELEGATION
Principles: 5. Delegate in advance. Specify goals and objectives to be met within a set time frame. 6. Consult before delegating. Clarification minimizes problems and promotes teamwork.

DELEGATION
Principles: 7. Avoid gaps and overlaps. A gap occurs when a job is left out with no one taking responsibility. An overlap happens when two or more people have responsibility for the same job, causing confusion and low morale.

DELEGATION
Steps to Effective Delegation: 1. Define the task Confirm in your own mind that the task is suitable to be delegated. Does it meet the criteria for delegating? 2. Select the individual or team What are your reasons for delegating to this person or team? What are they going to get out of it? What are you going to get out of it?

DELEGATION
Steps to Effective Delegation: 3. Assess ability and training needs Is the other person or team of people capable of doing the task? Do they understand what needs to be done. If not, you can't delegate. 4. Explain the reasons You must explain why the job or responsibility is being delegated. And why to that person or people? What is its importance and relevance? Where does it fit in the overall scheme of things?

DELEGATION
Steps to Effective Delegation: 5. State required results What must be achieved? Clarify understanding by getting feedback from the other person. How will the task be measured? Make sure they know how you intend to decide that the job is being successfully done. 6. Consider resources required Discuss and agree what is required to get the job done. Consider people, location, premises, equipment, money, materials, other related activities and services.

DELEGATION
Steps to Effective Delegation: 7. Agree deadlines When must the job be finished? Or if an ongoing duty, when are the review dates? When are the reports due? And if the task is complex and has parts or stages, what are the priorities? 8. Support and communicate Think about who else needs to know what's going on, and inform them. Involve the other person in considering this so they can see beyond the issue at hand. Do not leave the person to inform your own peers of their new responsibility.

DELEGATION
Steps to Effective Delegation: 9. Feedback on results It is essential to let the person know how they are doing, and whether they have achieved their aims. If not, you must review with them why things did not go to plan, and deal with the problems. You must absorb the consequences of failure, and pass on the credit for success.

WHAT CANNOT BE DELEGATED 1. Overall responsibility, authority and accountability for satisfactory completion of all activities in the unit.  Nurse managers cannot be absolved of poor performance of subordinates by blaming them. 2. Authority to sign ones name is never delegated.  The worker that performed the task should be the one to sign it. 3. Evaluating the staff and/or taking necessary corrective or disciplinary action.

WHAT CANNOT BE DELEGATED 4. Responsibility for maintaining morale or the opportunity to say few words of encouragement to the staff especially the new ones.  Showing confidence in the workers boost their morale and build up their self-confidence. self5. Jobs that are too technical and those that involve trust and confidence.

COMMUNICATION
Definition: y It is the transmission of information, opinions, and intentions between and among individuals.  It is a complex exchange of thoughts, ideas, or information on at least two levels: VERBAL and NONVERBAL.  Communication begins the moment two or more people become aware of each others presence.  Communication is the exchange and flow of information and ideas from one person to another.

COMMUNICATION
Definition:  Communication facilitates work, increases motivation, effects changes, optimizes patient care, increase workers satisfaction, and facilitates coordination.  EFFECTIVE COMMUNICATION occurs only if the receiver understands the exact information or idea that the sender intended to transmit.

COMMUNICATION
During the communication process, two elements will be received: 1. Content Is the actual words or symbols of the message which is known as language - the spoken and written words combined into phrases that make grammatical and semantic sense. 2. Context Is the way the message is delivered and is known as paralanguage - it is the non verbal elements in speech. such as the tone of voice, the look in the sender's eyes, body language, hand gestures, and state of emotions (anger, fear, uncertainty, confidence, etc.) that can be detected.

Types of Communication 1. Verbal Communication

 

Involves spoken words The speaker must be able to speak slowly, enunciating the words clearly.

2. Written Communication  Must be clear, correct, complete and concise and clearly understood by the reader.  Written communication comes in the form of:  Memoranda  hospital orders  documentation  records and reports  policies  procedures

Types of Communication 3. Non-verbal Communication Non It is the transmission of messages without the use of words.  People oftentimes unconsciously use facial expression, gestures, touch, body language or vocal tones.

1. Personal appearance


The appearance of a person gives the general impression of his personality and self concept. Nurses should always appear neat and clean.

2. Intonation of the voice



The intonation of the nurses voice should be soft and gentle. It should not be irritating to the ear.
3. Facial Expression

A friendly smile establishes immediate rapport with the client and invites trust and confidence in the nurse.

4. Posture and gait



The nurses posture and gait indicate his physical wellness, his emotions, and attitude towards his clients.
5. Touch

  

Touch is a way of caring. A gentle touch conveys a caring person. A rough person indicates insensitivity to the patients needs.

COMMUNICATION
Channels of Communications: 1. Upward Communication The manager is a subordinate to higher management, needs and wants are communicated upward to the next level in the hierarchy. 2. Downward Communication The manager relays information to the subordinates

COMMUNICATION
Channels of Communications: 3. Horizontal Communication The manager interacts with others in the same hierarchical level as themselves who are managing the same segments of the organization. 4. Diagonal Communication The manager interacts with personnel and managers of other departments and groups. The manager have no formal authority over the personnel.

COMMUNICATION
Channels of Communications: 5. Grapevine Flows haphazardly between people at all hierarchical levels and usually involve three or four people at a time. Subject to error and distortion because of the speed at which it passes and because the sender has little formal accountability for the message.

COMMUNICATION
Barriers to Communication: 1. Muddled Messages The receiver is left unclear about the intent of the sender. Example: "Please be here about 7:00 tomorrow morning." "Please be here at 7:00 tomorrow morning." The sender may be confused in his or her thinking and the message may be little more than a vague idea.. "Dog for sale. Will eat anything. Especially likes children. Call 888-3599 for more information." 888-

COMMUNICATION
Barriers to Communication: 2. Stereotyping Stereotyping causes us to typify a person, a group, an event or a thing on oversimplified conceptions, beliefs, or opinions. Stereotyping is a barrier to communication when it causes people to act as if they already know the message that is coming from the sender or worse, as if no message is necessary because "everybody already knows." Example: Basketball player Tall Beauty pageant Beauty

COMMUNICATION
Barriers to Communication: 3. Wrong channel Variation of channels helps the receiver understand the nature and importance of a message. Example: "Good morning." An oral channel for this message is highly appropriate than writing "GOOD MORNING!" in the chalk board.

COMMUNICATION
Barriers to Communication: 3. Language Words as the sender understands them are combined with the perceptions of those words by the receiver. Language represents only part of the whole. We fill in the rest with perceptions. Example: Trying to understand a foreign language easily demonstrates words not being reality.

COMMUNICATION
Barriers to Communication: 4. Lack of feedback Feedback is the mirror of communication. Feedback mirrors what the sender has sent. Feedback is the receiver sending back to the sender the message as perceived. Without feedback, communication is one-way. one-

COMMUNICATION
Barriers to Communication: 5. Poor listening skills One important listening skill is to be prepared to listen. Avoid interrupting the speaker. "Shut up" is a useful listening guideline. "Shut up some more" is a useful extension of this guideline. Providing feedback is the most important active listening skill. Ask questions. Nod in agreement. Look the person straight in the eye. Lean forward. Be an animated listener. Focus on what is being said. Repeat key points.

COMMUNICATION
Barriers to Communication: 6. Interruptions The interruptions may be due to something more pressing, rudeness, lack of privacy for discussion, a drop-in visitor, an emergency or dropeven the curiosity of someone else wanting to know what two other people are talking about.

COMMUNICATION
Barriers to Communication: 6. Physical distractions Physical distractions are the physical things that get in the way of communication. Examples: Cell phone, noisy passersby, an uncomfortable meeting place, and noise.

COMMUNICATION
FEEDBACK Definition Consist of providing information regarding your evaluation of the persons performance directly to the individual.. It is the managers obligation to provide feedback on performance and provide subordinates with the information they need to grow in their jobs.

COMMUNICATION


POSITIVE FEEDBACK Communicating to others what they have done correctly or well. CONSTRUCTIVE COMMENTS will help an individual develop self-esteem and provide selfmotivation. A wise and mature manager looks for opportunities to let employees know that their efforts are recognized and appreciated. Positive feedback can be given in public.

COMMUNICATION


NEGATIVE FEEDBACK Pointing out to an employee that he or she is doing something wrong. Should also include suggestion for change or alternative behaviors. It should avoid sending put-down, blaming messages or putthreatening messages. I dont want to see you doing that again You wont last long if you continue that behavior Negative feedback should always be given in private.

DECISION MAKING
Definition: It is an outcome of mental processes leading to the selection of a course of action among several alternatives. The process, which usually involves a systematic approach of sequenced steps, should be adaptable to the environment in which it is used. A systematic, sequential process of choosing among alternatives and putting the choice into action.

DECISION MAKING PROCESS

1. Definition of a Problem
  

  

Gathering of relevant data so as to recognize the real problem. A lot of question should be considered: Does the problem occur in all units or only in one specific unit? Does it involve all personnel or only certain personnel? When does the problem occur and how often? What is the extent of the problem?

2. Analysis of the problem  Getting to the cause of the problem.  The nurse manager proceeds to investigate, gather data, and evaluate the results.  He/she should be careful not to let his/her prejudices or biases color the evaluation of facts.

DECISION MAKING PROCESS

3. Development of an Alternative Solution  The search for possible consequences to arrive at the best solution.  The problem should be shared with subordinates to gather additional ideas, information or suggestions.  Factor to be considered: TIME, AVAILABLE RESOURCES, LABOR, COST OF TOOLS AND EQUIPMENTS, AND MORAL AND LEGAL IMPLICATIONS.

DECISION MAKING PROCESS

4. Selection of the Solution  Ranking of preferences is important.  Selecting the best solution to the problem that offers a better chance for success. 5. Implementation and Follow-up Follow Implement the best solution to the problem considering the maximum satisfaction to all personnel.  If the solutions prove to be unsatisfactory, the whole process of decision making is repeated and the entire problem is reviewed.

DECISION MAKING PROCESS

Normative Model: 1. Define and analyze the problem. 2. Identify all available alternatives. 3. Evaluate the pros and cons of each alternative. 4. Rank the alternatives. 5. Select the alternative that maximizes satisfaction. 6. Implement. 7. Follow-up Follow-

DECISION MAKING
Descriptive Model: 1. Establish an acceptable goal. 2. Define subjective perceptions of the problem. 3. Identify acceptable alternatives. 4. Evaluate each alternative. 5. Select an alternative. 6. Implement a decision. 7. Follow-up Follow-

Continuum of Leadership Behavior:

DECISION MAKING
Continuum of Leadership Behavior:

CONFLICT MANAGEMENT
CONFLICT: Definition
Conflict means a clash between two opposing and oftentimes hostile parties. When two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet, including: 1. Within yourself when you're not living according to your values; 2. When your values and perspectives are threatened; or 3. Discomfort from fear of the unknown or from lack of fulfillment.

CONFLICT MANAGEMENT
CONFLICT: Definition
Conflict is inevitable and often good, for example, good teams always go through a "form, storm, norm and perform" period. Getting the most out of diversity means often-contradictory oftenvalues, perspectives and opinions. Unresolved conflict is debilitating oftentimes frustrating. frustrating.

CONFLICT MANAGEMENT
NEGOTIATION: Definition Communication between two or more parties to determine the nature of future behavior. It is also synonymous with BARGAINING. MEDIATION: Definition Is a negotiation moderated by a neutral party to resolve a conflict and address related concerns that meet the pasties interests.

CONFLICT MANAGEMENT
Conflict is often needed. It: 1. Helps to raise and address problems. 2. Energizes work to be on the most appropriate issues. 3. Helps people "be real", for example, it motivates them to participate. 4. Helps people learn how to recognize and benefit from their differences. Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that is the problem.

CONFLICT MANAGEMENT
Conflict is a problem when it: 1. Hampers productivity. 2. Lowers morale. 3. Causes more and continued conflicts. 4. Causes inappropriate behaviors.

CONFLICT MANAGEMENT
TYPES of CONFLICT: 1. Intrapersonal Conflict Occurs within an individual in situations in which he or she must choose between two alternative. 2. Interpersonal Conflict. Conflict between two or more individuals It occurs because of differing values, goals, actions, or perceptions.

CONFLICT MANAGEMENT
CAUSES of CONFLICT: 1. Role Ambiguity & Role Conflict. Refers to concept as ambiguous jurisdiction, meaning that the authority or legal power is unclear or vague. 2. Organizational Structure It is a conflict over territory. When everyone tries to protect his or her current territory or area of responsibility and perhaps expand it.

CONFLICT MANAGEMENT
CAUSES of CONFLICT: 3. Scarcity of Resources Conflict of Interest When budgets are established, managers of various departments may be in conflict because each has priorities but not all priorities may be funded.

CONFLICT MANAGEMENT
Other Sources of conflict:  Differences in knowledge, skills, values, and interest.  Intergroup rivalry for rewards  Shift in organizational power base and organizational climate  Unacceptable leadership styles  Unstable staffing and work schedules  Disagreement over policies and procedures

CONFLICT MANAGEMENT
Types of Managerial Actions that Cause Workplace Conflicts 1. Poor communications a. Employees experience continuing surprises, they aren't informed of new decisions, programs, etc. b. Employees don't understand reasons for decisions, they aren't involved in decisiondecision-making. c. As a result, employees trust the "rumor mill" more than management.

CONFLICT MANAGEMENT
Types of Managerial Actions that Cause Workplace Conflicts 2. The alignment or the amount of resources is insufficient. There is: a. Disagreement about "who does what". b. Stress from working with inadequate resources.

CONFLICT MANAGEMENT
Types of Managerial Actions that Cause Workplace Conflicts 3. "Personal chemistry", including conflicting values or actions among managers and employees, for example: a. Strong personal natures don't match. b. We often don't like in others what we don't like in ourselves.

CONFLICT MANAGEMENT
Types of Managerial Actions that Cause Workplace Conflicts 4. Leadership problems, including inconsistent, missing, too-strong or uninformed leadership too(at any level in the organization), evidenced by: a. Avoiding conflict, "passing the buck" with little follow-through on decisions. followb. Employees see the same continued issues in the workplace. c. Supervisors don't understand the jobs of their subordinates.

CONFLICT MANAGEMENT
Key Managerial Actions / Structures to Minimize Conflicts: 1. Regularly review job descriptions. Get your employee's input to them. Write down and date job descriptions. Ensure: a. Job roles don't conflict. b. No tasks "fall in a crack".

CONFLICT MANAGEMENT
Key Managerial Actions / Structures to Minimize Conflicts: 2. Intentionally build relationships with all subordinates. a. Meet at least once a month alone with them in office. b. Ask about accomplishments, challenges and issues.

CONFLICT MANAGEMENT
Key Managerial Actions / Structures to Minimize Conflicts: 3. Get regular, written status reports and include: a. Accomplishments. b. Currents issues and needs from management. c. Plans for the upcoming period.

CONFLICT MANAGEMENT
Key Managerial Actions / Structures to Minimize Conflicts: 4. Conduct basic training about: a. Interpersonal communications. b. Conflict management. c. Delegation.

CONFLICT MANAGEMENT
Key Managerial Actions / Structures to Minimize Conflicts: 5. Develop procedures for routine tasks and include the employees' input. a. Have employees write procedures when possible and appropriate. b. Get employees' review of the procedures. c. Distribute the procedures. d. Train employees about the procedures.

CONFLICT MANAGEMENT


Key Managerial Actions / Structures to Minimize Conflicts: 6. Regularly hold management meetings, for example, every month, to communicate new initiatives and status of current programs. 7. Consider an anonymous suggestion box in which employees can provide suggestions.

CONFLICT MANAGEMENT
Resolution Strategies to Conflicts: 1. Compromising. Each party gives up something it wants. Its a lose-lose situation because either or both parties loseperceive they have given up more than the other and may, therefore, feel defeated. 2. Competing. An approach used when one party pursues what it wants at the expense of the others. WinWin-lose conflict strategies leave the loser angry, frustrated, and wanting to get even in the future.

CONFLICT MANAGEMENT
Resolution Strategies to Conflicts: 3. Cooperating. It is the opposite of competing. It is an approach , when one party sacrifices his or her beliefs and allows the other party to win. 4. Smoothing. One person smoothes others involved in the conflict in an effort to reduce the emotional component of the conflict. It may be appropriate for minor disagreement.

CONFLICT MANAGEMENT
Resolution Strategies to Conflicts: 5. Avoiding. An approach where the parties involved are aware of a conflict but choose not to acknowledge it or attempt to resolve it. This is done when the cost of dealing with the conflict exceeds the benefits of solving it, or When the problem should be solved by people other than you.

CONFLICT MANAGEMENT


  

Resolution Strategies to Conflicts: 6. Collaborating. All parties set aside their original goals and work together to establish a supraordinate or priority common goal. It is useful in situations where the goals are too important to be compromised. This is the most effective method of conflict resolution. 7. Forcing Yields an immediate end to the conflict but leaves the cause of the conflict unresolved.