DIRECTING

A Report in N223 Organization and Administration of Nursing Schools in the Philippines Presented by: CARMINA F.GURREA, R.N.

DIRECTING
 

 

Involves guiding and motivating others to meet the expected goals of the organization. Douglas defines directing as the issuance of assignments, orders, and instructions that permit the worker to understand what is expected of him or her, and the guidance and overseeing of the worker so that he or she can contribute effectively and efficiently to the attainment of organizational objectives. In order for a nurse-manager to effectively carry out this function, knowledge of ones leadership style, managerial philosophy, sources of power and authority, and political strategies is important. The nurse-manager must also deal with conflict and be able to motivate and discipline staff in order to get work done. Good communication skills and assertive behavior is also required in order for the nurse-manager to effectively perform this function.

LEADERSHIP
Definition Theories of Leadership
        

Leadership is the interpersonal process that involves motivating and guiding others to achieve goals. Leadership is a method of modeling accountable behavior to others.

Great Man Theory Charismatic Theory Trait Theory Situational Theory Contingency Theory Path-goal Theory Situational Leadership Theory Integrative Leadership Model Transformational Leadership Theory

Development of the Management Thought

Period Management Thought Significant Events Significant People
1900 and continued into the 1920s Classical School
Traditional or classical management focuses on efficiency and includes bureaucratic, scientific and administrative management Bureaucracy Max Weber Scientific Management Administrative Management

Max Weber Frederick Taylor Frank and Lillian Gilbreth Henry Gantt Henri Fayol Mary Parker Follet Elton Mayo Chester Barnard

1920s to 1930s

Human Relations School Human Resources School

with the human aspect of organizations Hawthorne Studies motivation and leadership techniques became topics of great interest
Dealt

1940s

Systems Theory

uses systems concepts and quantitative approaches from mathematics, statistics, engineering, and other related fields to solve problems

Mid 1960s

Contingency View

It

calls for fitting the structure of the organization to various possible or chance events

Emergent Management Theories

Quality

Management

Re-engineering

POWER & POLITICS

Types Of Power POWER
       

Power is the ability to do or act and results in the achievement of desired results Powerful persons are able to modify behavior and influence others to change, even when others are resistant to change Effective nurse leaders use power to improve the delivery of health care and to enhance the profession. The nurse-managers knowledge of her sources of power can help her assess and use them in carrying goals of the organization. Power that is effective is power that is shared

Reward Coercive Referent Expert Informational Personal Legitimate

Authority is legitimate power and is inherent in the position and not the person Politics is the authoritative allocation of scarce resources

CONFLICT
Conflict arises from a perception of incompatibility or difference in beliefs, attitudes, values, goals, priorities or decisions

Types of Conflict
 

Intrapersonal: occurs within a person Interpersonal: occurs between and among clients, nurses, and other staff members Organizational: occurs when an employee confronts policies and procedures of the organization

Modes of Conflict Resolution

   

Avoidance Accomodation Competition Compromise

MOTIVATION
Motivation is defined as a leadership function aimed to arouse, excite or influence another person to behave in some role or perform as some action the person would not ordinarily do. THEORIES OF MOTIVATION
           

Taylors Monistic Theory Maslows Hierarchy of Needs Theory Aldefers Modified Need Hierarchy McClellands Basic Needs Theory Herzbergs Motivation-Hygiene Theory or Two-Factor Theory Argyriss Psychological Energy TheoryVrooms Expectancy Theory Skinners Positive Reinforcement Theory Equity Theory McGregors Theory X and Theory Y Intrinsic Motivation Likerts Participative Management Theory Theory Z

Ways to Increase Staff Motivation

1. 

 
2.    3.

Manage change properly Implement change only for a good reason Introduce change gradually Plan Job redesign Job rotation Job enlargement Job enrichment. Provide productive climate and high morale

COMMUNICATION
Communication is defined as the transfer of information and understanding from one person to another

Six Process of Communication

     

Ideation Encoding Transmission Receiving Decoding Response or feedback

Communication Systems

The Chain System The Wheel and Y Systems The Circular Structure The All-Channel System

Chain

Wheel All channel Circle

LINES OF COMMUNICATION
Downward Communication Upward Communication Lateral Communication Diagonal Communication
Downward Communication Upward Communication Lateral Communication

Diagonal Communication

COMMUNICATION
BARRIERS TO COMMUNICATION


Principles of Effective Communication

Information giving is not communication Responsibility for clarity resides with the sender Simple and exact language should be used. Feedback should be encouraged. The sender must have credibility Acknowledgment of others is essential Direct channels of communications are best

   

Listening Skills Psychological Blocks Environmental Distractions Semantic Barriers

  

ASSERTIVENESS
Assertiveness is the most desirable style for the nurse-manager to use. An assertive person says what she wants in direct statements that say what she means.
COMPARISON OF AGGRESSIVE, ASSERTIVE AND PASSIVE PERSONS
AGGRESSIVE      Loud Uses loaded subjective words Makes accusations Sends you messages that blame others Flippant, sarcastic style with an air of superiority is common Person is likely to stand with hands on hips, feet apart, narrowed eyes, pointing a finger and talking in a superior authoritative manner.     ASSERTIVE Uses objective words Sends I messages Makes honest statements about her feelings Attentive listener who gives the impression of caring Uses eye contact and spontaneous verbal expressions Appropriate gestures and facial expressions Speaks in a well modulated voice     PASSIVE At a loss for words Does not say what she really means Uses many apologetic words Hopes people will understand what she wants without telling him. Weak hesitant voice Downcast eyes Fidgety hands Nods frequently