CENTRAL PHILIPPINE UNIVERSITY

SCHOOL OF GRADUATE STUDIES

Jaro, Iloilo City
Subject: Advanced Nursing Service Administration (II-B)
Professor: MRS. JOCELYN CORTEL, RN, MN
Student: Naomi Ruth B. Palabrica
A NARRATIVE REPORT ON THE DIRECTING PROCESS OF THE CAPIZ
DOCTORS HOSPITAL
Directing is the third step in the management process it is a transferring of
responsibility in which the manager issue assignments, orders and instructions that permit
staff nurses to understand what is expected of and the guide and so that the staffs will
contribute effectively and efficiently to the attainment of organizational objectives. 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. Planning, organizing, staffing has got no importance if direction function does
not take place.
Directing is influencing people's behavior through motivation, communication,
group dynamics, leadership and discipline. The purpose of directing is to channel the
behavior of all personnel to accomplish the organization's mission and objectives while
simultaneously helping them accomplish their own career objectives.
In the hospital delegation is use and they put their plan into action. It is a way of
delegating the work to the subordinates as a means of sharing of responsibility and
authority holding them to be responsible as well as accountable. In the hospital my
superiors delegate tasks to their staffs and they entrusted them that they are capable of
doing the tasks. Each of us has assigned tasks like one nurse is assigned to give
medications, the other in documentations, some in bedside care and so on. In this way
everybody is working and the unit saves a lot of time and effort as well. I observe that by
means of delegating managers are practicing good leadership skills because they are
giving trust and give their subordinates an opportunity to practice their skills in
leadership and management. Not only that because of delegation it creates good
teamwork and good communication with all the staff and managers. As I experienced I
become more confident with skills and that I become responsible of the tasks assigned to
me. I appreciated my work more and motivate me to do my best in everything.
.

THE DIRECTING PROCESS:

It is the process of influencing people so that they contribute to the organization
and the goals of the group.
Focus:

Human Factor
Motivation
Leadership
Communication

Motivational Techniques

Money ( Personal Expenses )

Participation ( Knowledge Enhancement for Personal Development )
Quality of working life ( Lifestyle and Status )
Good Leadership

Delegating

Manager decides what task should be delegated, when, where and by whom.

A major component of directing

Managers get the work done through the employees

A solution to prevent overwork stress, anger, and aggression

Reasons for Delegating

Assigning routine tasks

Assigning tasks for which the nurse manager does not have time

Problem solving

Changes in nurse managers own job emphasis

Capability building

Five Rights of delegation:

Right task
Right circumstances
Right person
Right direction and communication
Right supervision and evaluation

Techniques for Delegating:

Prepare list of duties to be delegated

Duties ranked according to time required to perform them

Delegate one duty at a time

What should not to be delegate to the subordinates:

Power to discipline

Responsibility for maintaining morale

Overall control

Sensitive Issues

Too technical jobs

Duties involving trust and confidence

Nursing tasks that may be delegated to unlicensed assistive personnel:

Vital signs
Intake and output
Patient transfers and ambulation
Postmortem care
Bathing
Feeding
Clean catheterization
Gastrostomy feeding
Safety, weighing

 Simple dressing changes

Suction of chronic tracheotomies
Basic life support
Nursing tasks not delegated to unlicensed assistive personnel:

Nursing process
Care of invasive lines
Parenteral medications
Venipuncture
Insertion of nasogastric tubes
Client education
Triage
Telephone advice
Sterile procedures

8 Guidelines for effective delegation, from refresher.com & G. Smith

1. Determine what you will delegate.
You decide which task(s) you want to delegate. Keep in mind that delegating is
different from simply assigning someone a task that is already a part of the normal
job requirements. When you delegate, you give someone else one of your job tasks;
but you maintain control and responsibility.
2. Clarify the results you want.
Determine the results you consider necessary for successful completion of the task.
In general, the employee to whom you delegate uses his or her own methods to
accomplish the task. If you expect use of a specific method to accomplish results,
relate that to the employee at the beginning.
3. Clearly define the employees responsibility.
You, not the employee, determine the level of responsibility. Be sure the employee
understands that level. After you have given the employee the information about the
delegated task, ask him to tell you his understanding of both the task and goals. If
the employees answers do not match your expectations, review the matter in detail
again.
4. Communicate the employees authority over the delegated task.
Define the scope and degree of authority given to the employee for the delegated
task. Explain which decisions he or she may make independently and which require
your approval. Be specific.
5. Be sure the employee understands his or her authority.
Again, have the employee repeat back to you his or her understanding of authority
regarding the task. Resolve any misunderstandings at the beginning.

6. Establish a time limit.

Time means different things to different people. If you want the delegated work
completed within a certain period, make that clear to the employee. (If you say,
When you get time, work on this, the project may remain untouched for weeks.)
Also, if you want portions of the work completed by certain dates, make that clear.
7. Establish a follow-up schedule.
Use a series of follow-up meetings to 1) monitor progress and 2) determine need for
assistance. Monitoring the progress avoids a discovery two days before the due date
that the task is not on schedule
8. Stick to the delegation program; avoid reverse delegation.
An employee may try to dump the delegated task back on the manager. A manager
may feel tempted to take it back if the employee seems to be struggling with the
task. In extreme circumstances, a manager may have no alternative other than to
take the task back in order to avoid permanent damage to his or her own
performance record. However, this should be only in extreme cases. When you take
back a delegated task, the employee loses the opportunity to learn and grow. This
can also discourage the employee who desired to do well, but needed more
assistance at that point in time. Occasionally an employee may decide to perform
poorly in order to avoid additional work; do not encourage this attitude. Stick to your
decision and work with employees to see the task to completion.