DIRECTING
DIRECTING
Is the act of issuing orders It entails explaining what
, assignment, instructions is to be done, to and by
to accomplish the whom at what time how
organization ‘s goals and and why the task should
objectives. be done.
CHARACTERISTICS OF GOOD
DIRECTIONS
1. Direction must be clear, concise,
consistent and complete.
2. Apart from being understandable ,
the person giving direction must
explain the rationale well and make
certain that it is understood.
3. The words use in the direction
indicate their importance.
4. The person giving directions must Avoid giving too many directions at
speak distinctly and slowly one time
5. The following are important; Personalize directions
Always check if directions had been
followed.
TOOLS IN DIRECTING
1. Nursing 2. Policies 3. Standards 4. Operating 5. Rules and
Care plan procedures Regulations.
ELEMENTS OF DIRECTING
1. DELEGATION 2. SUPERVISION 3. STAFF 4. COORDINATION 5. 6.
DEVELOPMENT COLLABORATION COMMUNICATION
7. EVALUATION
Is the act of assigning to someone else
a portion of the work to be done with
corresponding authority responsibility
and accountability.
DELEGATION
The ff. cannot be delegated
Activities or task
Final evaluation of Correcting and that the nurse does
Overall ARA
staff performance disciplining staff not know or does
not want to do
1. Mistakes in delegation can be costly
REASONS
2. Failure to delegate wisely increases management
WHY cost and contributes to personnel dissatisfaction
MANAGERS
3. Fear on her ability to delegate
DOES NOT
WANT TO 4. Fear of failing to get others to work
DELEGATE.
5. Fear of criticism
COMMON DELEGATION ERRORS
1. Under 2. Over 3. Improper
delegating delegating delegating
SUPERVISION
Is the process of guiding and .
directing the work to be done.
PRINCIPLES OF GOOD SUPERVISION
2. It is based on lines of
1. Good supervision is focused authority the MVO and
on the improvement of work philosophy of the organization, 3. It focuses on the 3 areas of
rather than upgrading the the job description, the policies skill
worker and standards the needs of
individual
4. it is cooperatively planned
6. The goal is to provide safe
and accepts both challenge 5. it uses a democratic process
effective and quality care
and change.
RESPONSIBILITIES OF SUPERVISORS
1. TEACH AND MOTIVATE 2. FACILITATE THE WORK OF 3. DELEGATE WORK 4. BE AVAILABLE FOR 5. PERFORM ASSESSMENT
THE STAFF STAFF RESPONSIBILITIES CONSULTATION AND EVALUATION OF WORK
PERFORMANCE AND
CONDITIONS
STAFF DEVELOPMENT
• Are planned experiences to help employees perform
effectively and to enrich their competence in practice ,
education, administration and research.
FUNCTIONS OF STAFF DEVELOPMENT
MAINTAIN STAFF EFFICIENCY CREATE QUALITY EMPLOYEES MEET THE STAFF’S NEEDS MOTIVATE THEM AND HELP PREPARE THEM FOR
AND EFFECTIVENESS AND ADDRESS THEIR IMPROVE THEIR SELF GREATER RESPONSIBILITIES
PROBLEMS SUCH AS CONFIDENCE
DEFICIENCIES IN KNOWLEDGE.
SKILLS AND ATTITUDES
Continuing education: is a
specific learning activity
In service training – is education generally characterized by the
for employees to help them issuance of a certificate or
develop their skills in specific continuing education units for
discipline or occupation the purpose of documenting
attendance at a designated
seminar or course of instruction.
COORDINATION
• Linking of the different
components of the organization
and leads them towards goal
achievement and creation of
harmony on all activities to
facilitate success of work.
• The manager , the health care staff and all members of the
health care team all participate in the decision making process.
COLLABORATIO
N
COMMUNICATION
It is a process by which
a message is sent , Communication can
received and either be verbal or
understood as non-verbal
intended.
• Informal talks conferences
• Planned appointments bulletin board
notices
WAYS TO • Telephone call posters
COMMUNICATE • Interoffice memos exhibits
• Letters displays
• Reports visual aids
• Informal staff meeting
BARRIERS TO
COMMUNICATION
1. PHYSICAL BARRIER : EXAMPLE 2. SOCIAL / PSYCHOLOGICAL 3. SEMANTICS: INTERPRETATION OF 4. INTERPRETATIONS: THESE ARE
ARE DISTANCE AND NOISE FACTORS: EXAMPLE ; STRESS, MESSAGES THROUGH SIGN AND DEFECTS IN COMMUNICATION
TRUST, FEAR SYMBOLS . EXAMPLES: SMILEYS SKILLS OF VERBALIZING, LISTENING,
WRITING AND TELEPHONING
DIMENSIONAL FLOW OF
COMMUNICATION
1. Upward communication: 2. Horizontal 3. Outward Communication: 4. Downward vertical 5. Diagonal communication:
from subordinates to Communication: takes place from the health team to the communication: from an flows throughout different
superiors among peers and other patient’s family, community authority or manager to his hierarchical levels
members of the health workers, friends etc. subordinates.
team
Manager
Staff to Peers Patients and
Nurse
family
Subordinates
WHAT THE DETERMINATION OF HOW
IS FAR OR HOW MANY OF THE
ORGANIZATION’S OBJECTIVES
WERE ACCOMPLISHED.
EVALUATION?
• Provide constructive feedback
• Determine progress and worthiness of individual nurse
• Serve as basis for promotion and increase in salary.
• Recognize and further develop strength
PURPOSES OF • Minimize weaknesses
EVALUATION • Provide security for patients, personnel agency and the
community
• Develop a fair employment practice and performance appraisal
process that is in accordance with law
TYPES OF EVALUATION
1. OUTCOME OR PRODUCT EVALUATION : 2. PROCESS EVALUATION: NURSING 3. STRUCTURE EVALUATION: OBTAINING
RESPONSE OF PATIENT AFTER ACTIONS ARE EXAMINED TO DETERMINE IF FEEDBACK ABOUT THE SYSTEM
INTERVENTIONS WERE IMPLEMENTED CLIENT GOAL HAVE BEEN MET OR NOT.
DETERMINING A NON- DISCRIMINATORY
APPRAISAL SYSTEM
1. It should be in writing and 2. The information should be
carried out once a year shared with the employee
3. The employee has to be given
an opportunity to respond to the
result of the appraisal and a .
mechanism to question or appeal
the result must be provided.
4. THE MANAGER SHOULD HAVE ADEQUATE 5. ANECDOTAL NOTES ON THE PERFORMANCE 6. THE EVALUATOR SHOULD BE TRAINED HOW TO
OPPORTUNITY TO OBSERVE JOB PERFORMANCE MUST BE KEPT THROUGHOUT THE EVALUATION CARRY OUT THE APPRAISAL PROCESS
FOR THE EVALUATION PURPOSES OR MUST BE ABLE PERIOD AND SHARED WITH THE EMPLOYEE DURING
TO GATHER INFORMATION FROM OTHER THE COURSE OF EVALUATION
RESOURCES.
Change means substituting one thing
for another , experiencing a shift in
circumstances that causes a difference
s or becoming different from before.
CHANGE External: forces or
PROCESS
events which
influences the
organization as a
Forces that influence whole . Example,
population explosion
change; Internal forces:
originate primarily
from inside
operations . Example
staffing pattern
3. Interaction process
includes:
STEPS IN 1. Perception for a need
2. Initiation of group
interaction to identify
• Statement of the problem
• Identification of constraint
• List change strategies or
CHANGE
approaches
to change external and internal • Selection of best change
forces process
• Formulate a plan for
implementation and tools for
PROCESS evaluation
1. Empirical- Rational: based on the
assumption that people are
rational and behave according to
rational self interest.
STRATEGI
ES FOR 2. Normative Re-educative: based
on the assumption that people are
MANAGIN consistent to their commitment to
socio-cultural norms and values
G
CHANGE 3. Power-coercive: involve the
compliance of the less powerful
with the leadership plans and
direction of the more powerful.
2. vested interest in
1. lack of trust
status quo
REASONS
FOR
RESISTAN 3. fear of failure
4. loss of status or
income
CE TO
CHANGE
5. misunderstanding
or belief that change
is not necessary
STEPS TO 1. COMMUNICATE WITH
THOSE WHO OPPOSE
2. CLARIFY INFORMATION
AND PROVIDE FEEDBACK
3. BE OPEN FOR REVISION
BUT BE CLEAR AND WHAT
HANDLE CHANGE AND UNDERSTAND
THEIR REASON
SHOULD REMAIN AS EASE
RESISTAN
CE TO
CHANGE
4. PRESENT NEGATIVE
CONSEQUENCES OF
RESISTANCE
STEPS TO HANDLE RESISTANCE TO CHANGE
5. EMPHASIZE POSITIVE 6. KEEP THOSE RESISTING CHANGE 7. MAINTAIN A CLIMATE OF TRUST , 8. CREATE A DIFFERENT
CONSEQUENCES AND BENEFITS ON FACE TO FACE CONTACT WITH SUPPORT AND CONFIDENCE DISTURBANCE TO DISTRACT THE
SUPPORTERS , RECOGNIZE VALID ATTENTION OF THOSE INVOLVED
OBJECTIONS AND RELIEVE
UNNECESSARY FEARS
CHARACTERISTICS OF A SUCCESSFUL
CHANGE AGENT
1. Ability to combine ideas 2. The ability to energize
3. Skills in human relations
from unconnected sources others
4. Sufficient flexibility to
modify ideas but firm 5. Enhance confidence level
enough to resolve or resist and the tendency not to be
nonproductive tampering easily discouraged
with the planned change.
CHARACTERISTIC
S OF SUCCESSFUL
CHANGE AGENT
• 6. realistic and pragmatic thinking in
order to learn how to cope and adapt
to change
• 7. Trustworthiness
• 8. Ability to articulate a vision
through insights and versatile
thinking
• 9. Ability to handle resistance through
influence and support and the
factors that influence change.
CONFLICT
Conflict is a consequence of real or perceived Levels of Conflict:
differences in goals, values, ideas, attitudes, beliefs
feelings and actions.
1. Intrapersonal
2. Interpersonal
3. Intra group
4. Intergroup
POSITIVE AND NEGATIVE RESULTS OF
CONFLICT
1. It can provide
3. It can help people
greater sensitivity to an
2. It can increase recognize the
issue which stimulates
creativity. legitimate differences
the interest and
within an organization.
curiosity of others
5. Disagreement can
4. It can be a powerful
make parties aware of
motivator t improve
costs versus benefits of
performance and
a particular service or
effectiveness
technique
TYPES OF
CONFLICT
1. Competitive Conflict:
2. Disruptive Conflict:
when two or more
The goal of each party is
groups attempt the
the elimination of its
same goals and only one
opponent.
group can attain them.
CONFLICT RESOLUTION
1. Dominance and Suppression: It represses rather than settles the
conflict resulting to win-lose situation.
2. Restriction: autocratic, coercive style that leads to destructive
expression of conflict
3. Smoothing Behavior: diplomatic way wherein one persuades the
opponent to give in to the other side.
4. Avoidance behavior: creates a situation that creates no difference.
• 5. majority Rule: resolves conflict by majority rule.
• 6. Compromise or consensus strategy: method where each side
agrees upon solution that meet everyone’s need
CONFLICT • 7. Integrative problem solving: everyone recognize that conflict
exist and openly try to solve the problem
RESOLUTION • 8. Win –Win Strategy: focuses on goals and attempts to meet the
needs of both parties.
9. Lose-Lose Strategy: the settlement
reach is unsatisfactory to both parties
CONFLICT 10. Confrontation: most effective,
conflicts are brought up in the open and
RESOLUTION attempts are made to resolve it through
knowledge and reason.
11. Negotiation: conflicting parties give
and take on various issues.
Clarify the common purpose
Keep the discussion relevant
COMMANDMEN
Get agreement on terminology
TS FOR
NEGOTIATORS
Avoid abstract principles concentrate on the
facts
Look for potential trade offs
Listen
Avoid debating tactics; use persuasive tactics
COMMANDME
NTS OF Keep in mind the personal element
NEGOTIATIONS
Use logic judiciously
Look for solutions that satisfy the other person’s
real interest.
Team: group of people brought together for the
purpose of sharing and applying their individual
skills toward the achievement of goals.
Team Building : where the members of this team
TEAM work together toward achieving goals faster and
more productively.
BUILDING
An effective team:
Have agreed goals that
Work cooperatively Have a good definition
Have defined goals reflects members
and collaboratively of its members roles.
needs and values
2. Information seeker 3. Information giver
1. Initiator –
Contributor
9.
10. 11.
Evaluator Critic
Energizer Procedural technician
ROLES OF
4. Opinion seeker
5. Opinion giver 6. Elaborator
Recorder
12.
GROUP
MEMBERS
7. Coordinator 8. Orienteer
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