Directing Is the act of issuing of orders, assignments, instructions to accomplish the organization's goals and objectives.

> It involves the process of getting the organization's work done. >It entails explaining what is to be done, to and by whom, at what time, how and why the task should be done Characteristics of Good Directions 1. Direction must be clear, concise, consistent and complete 2. Apart from being understandable, the person giving directions must explain the rationale well and make certain that it is understandable. 3. The words used in the directions indicate their importance 4. 4. The person giving directions must speak distinctly and slowly It is important, furthermore, to, 1. Avoid giving too many directions at one time 2. Personalize directions 3. Always check to make sure directions have been followed Tools in Directing The Primary tool is the NURSING CARE PLAN Characteristics of the Nursing Care Plan 1. It focuses on actions which are designed to solve or minimize the existing problem. 2. It is a product of a deliberates systematic process. 3. It relates to future. 4. It is based upon identifiable health and nursing problems. 5. Its focus is holistic. 6. It aims to meet all the needs of the patients or service user. Elements of Directing Directing has 7 Elements: 1. Delegation 2. Supervision 3. Staff Developments 4. Coordination 5. Collaboration

6. Communication 7. Evaluation Delegation The act of assigning to someone else a portion of the work to be done with corresponding authority, responsibility and accountability Why Managers do not Want Delegate A. Mistakes in delegation can be costly. B. Failure to delegate wisely increases management costs and contributes to personnel dissatisfaction. C. Fear on the part of the director, of her own ability to delegate D. Fear of losing control of the staff E. Fear of failing to get others do to work F. Fear of criticism Common Delegation Error A. Undelegating B. Overdelegating 3. Improper Delegating Underdelegating Delegation may be interpreted as the lack of ability on his or her part to do the job correctly or completely. Manager do job by himself Lack of trust in his subordinates He is insecure that he fears that subordinates will resent the work delegated to them

Overdelegating

It unnecessarily burdens the subordinates with tasks that are either inconsequential or irrelevant to the delivery of the goal.

Improper Delegating A manger should be able to determine the talents and capacities of his subordinates

Supervision Is the process of guiding and directing the work to be done. It entails motivating and encouraging the staff to participate in activities to meet goals and objectives and personal development.

Principles of Good Supervision a. Can produce attitudes which are both positive and negative in character b. Produces positive attitudes when are positive when an employee is conscious of the benefits to himself which he attributes to the influence of the supervisor c. Produces negative attitude when the reaction of workers is resistance to discipline or actual fear of demotion or discharge Responsibilities of Supervisors

Supervisors have the duty to teach and motivate the staff, as well as facilitate their work. They should delegate work responsibilities and be available for consultation

Staff Development Is a planned experience to help employees perform effectively, and to enrich their competence in practice, education, administration and research. It is re-training them for better performance in areas of skills, knowledge, and attitudes (SKA)

Functions of Staff Development a. Maintain staff efficiency and effectiveness b. Create quality employees c. Meet the staff's needs and address their problems, such as deficiencies in knowledge, skills and attitude d. Motivate them and improve their self-confidence e. Help prepare them for greater responsibilities

Coordination This activity links the different components of an organization and leads them toward goal achievement It creates harmony on all activities to facilitate success of work Collaboration The manager and the health care staff together with the other members of the health care team all participate in the decision making process. Sometimes, they join forces with another as the medical group or larger group.

Communication It is a process by which a message is sent, received and understood as intended. The goal of proper communication is to narrow the gap between the intended and received message.

To achieve good communication, a nurse manager must be aware that communication is not only confined to verbal communication. there are also non-verbal cues which form part of nonverbal communication as opposed to verbal communication which solely involves talking.

Barriers to Effective Communication

a. Physical Barriers b. Social/Psychological Barriers c. Semantics d. Interpretations

Semantics These are words, figures, symbols, penmanship, interpretation of messages through signs ans symbols.

Interpretations These are defects in communication skills of verbalizing, listening, writing, reading and telephoning.

Evaluation A desired result of any employee behavior is effective job performance. An important role of the manager is to determine performance in advance and state desired outcome of what have been done. The purpose of evaluation is to determine how far or how many of the organization objectives were accomplished.

Purpose of Evaluation a. Provide constructive feedback b. Determine progress and worthiness of individual c. Serve as basis for promotion and increase in salary

Evaluation is also meant to:

a. Recognize and further develop strengths; b. Minimize weaknesses; c. Provide security for patients, personnel, agency, and the community d. Develop a fair employment practice and performance appraisal process that is in accordance with the law

Different Types of Evaluation a. Outcome or product evaluation b. Process Evaluation c. Structure Evaluation

Change Process Change means substituting one thing for another, experiencing a shift in circumstances that causes differences or becoming different from before.

Factors that influence Change There are several forces, both external and internal, that influence change. External forces are events or happening that influence the organization as a whole or its top administration.

Steps in the Change Process 1. The change process begins when one perceives a need for change. 2. 2. This person then initiates group interaction, which is to identify external and internal forces for change. 3. 3. During this interaction, the beneficial activities a. To state the problem b. Identify Constraints c. List change strategies or possible approaches to problem-solving

d. To select the best change strategy e. Formulate as a group a plan for implementation

Strategies for Managing Change 1. Empirical-Rational 2. Normative Re-educative 3. Power-Coercive

1. Empirical-Rational Are Based on the assumption that people are rational and behave according to rational self interst.

Normative Re-educative are based on the assumption that people are consistent to their commitment to socio-cultural norms and values.

Power-coercive Involve the compliance of the less powerful with the leadership, plans, and direction of the more powerful.

Resistance to change is expected for a number of reason, such as lack of trust, vested interest in the status quo, fear of failure, loss of status or income. The manager may then take steps to handle this resistance, such as 1. Communicate with those who oppose the change and understand the reason for opposition. 2. Clarify information and provide accurate feedback. 3. Be open to revisions but firm and clear about what must remain.

4. Present negative consequences of resistance 5. Emphasize positive consequences of change and how the individual will benefit. 6. Keep those resisting change in face to face contact with supporters. 7. Maintain a climate of trust, support and confidence. 8. Create a different disturbance to distract the attention of those involved.

Conflict Conflict is a natural, inevitable conditions and is often a prerequisite to change in people and organizations.

These can occur on several levels, namely: 1. Intrapersonal 2. Interpersonal 3. Intragroup 4. Intergroup

Two Main Types of Conflict 1. Competitive Conflict This occurs when two or more groups attempt the same goals and only one group can attain them. 2. Disruptive Conflict This takes place in an environment filled with fear, anger and stress

Conflict Resolution

1. Dominance and Suppression 2. Restriction 3. Smoothing Behavior 4. Avoidance Behavior 5. Majority Role 6. Compromise or Consensus Stratedy 7. Integrative Problem-solving 8. A Win-Win Strategy 9. A Lose-Lose Strategy 10. Confrontation 11. Negotiation

Ten Commandments for Negotiation 1. Clarify the common purpose 2. Keep the discussion relevant 3. Get agreement on terminology 4. Avoid abstract principle; concentrate on the facts 5. Look for potential trade-offs. 6. Listen 6. Avoid debating tactics; use persuasive tactics 7. Keep in mind the personal elements. 9. Use logic judiciously

10. look for solution that satisfy the other persons real interest.

Team Building A TEAM is a group of people brought together for the purpose of sharing and applying their individual skills towards the achievement of goals. TEAM BUILDING is where the members of this team work together toward achieving goals faster and more productively.

Characteristics of an Effective Team an effective team must be able to: 1. Have defined goals 2. Work cooperatively and collaboratively towards achieving these goals 3. Have agreed goals that reflect members needs and values 4. Have a good definition of its members roles.

There are several task roles of the group members: 1. Initiator-contributor 2. Information seeker 3. Information giver 4. Opinion Seeker 5. Opinion Giver 6. Elaborator 7. Coordinator

8. Orienter 9. Evaluator Critic 10. Energizer 11. Procedural Technician 12. Recorder

Groups tends to become more cohesive when the team members: 1. Share similar values and beliefs 2. Are motivated by the same goals and task 3. Must interact to achieve their goals and tasks 4. Work in proximity to each other 5. Have the specific needs that can be satisfied by involvement in the group.