DIRECTING

DIRECTING
DELEGATION COORDINATION COMMUNICATION MOTIVATION SCIENTIFIC DECISION MAKING CONFLICT MANAGEMENT

DIRECTING
is the issuance of orders, assignments, and instructions that enable the nursing personnel to understand what are expected of them. It includes supervision and guidance so that in doing their job well, nurses can maximally contribute to the organizations goals in general and to the nursing service objectives in particular.

 Directing actuates efforts to accomplish goals. It is the connecting link between organizing for work and getting the job done.
Must be complete, understandable and given in logical order. Giving them in a courteous manner encourages cooperation, interest, and better performance in their jobs.

Directing includes :
delegation of work to be performed utilization of policies and procedures supervision of personnel coordination of services communication staff development making decisions

Fayol states that:

a manager must know how to handle people and must be able to defend his or her point of view with confidence and enthusiasm. The manager learns continuously and educates people at all levels for access in their assigned task.

Fayol stated that:

command occurs when the manager gets the optimum return from all employees of his unit in the interest of the whole concern. To do this, the manager must know the personnel, eliminate the incompetent; understand binding agreements with employees; set a good example; conduct periodic audits; confer with chief assistants to focus on unity of direction; not become mired in detail; and have as a goal unity, energy, initiative, and loyalty among employees. Fayol defines coordination as creating harmony among all activities to facilitate the work and success of the unit. In modern management, command and coordination are often labeled directing or leading.

According to Urwick:
it is the purpose of command and the function of directing to see that the individual interests do not interfere with the general interest. Directing protects the general interest and ensures that each unit has a competent and energetic head. Command functions to promote esprit de corps and to carefully select a staff that can be of most service.

Rowland and Rowland state that:

directing initiates and maintains action toward desired objectives and is closely related to leadership. These authors suggest that a managers choice of leadership style will be the major factor in directing. Among the activities of directing are delegation, communication, training, and motivation.

A. Delegation
is the 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 results.

 By delegating well defined tasks and responsibilities, nurse manager can be freed of valuable time that can be well spent on planning and evaluating nursing programs and activities. Delegation also trains and develops staff members who desire greater opportunities and challenges in their work making them more committed and satisfied in their jobs. Two Criteria:
the ability of the worker to carry out the task fairness not only to the employee but to the team as a whole

Concepts from clinical delegation can also be applied as an overall model for delegation. Hansten and Jackson outline the following principles of delegation:
know your world (practice, organization) know your organization (communication channels, collaboration, resolution) know your practice (professional, technical, amenity, based on outcomes) know yourself (barriers, benefits) know your delegate (competency, motivation)

Reasons for Delegating

Assigning routine tasks. Assigning tasks for which the nurse manager does not have time. Problem solving. Changes in the nurse managers own job emphasis. Capability building.

Principles of Delegation:
Select the right 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. Delegate both interesting and uninteresting tasks. uninteresting jobs can be used to challenge, motivate & increase a persons performance and commitment. Interesting jobs draw out the best among employees and inspire them to a higher achievement. Provide subordinates with enough time to learn. Expertise can be achieved through training and experience. Delegate gradually. new employees may not be able to assume full responsibilities as employees who have stayed longer on the job. Delegate in advance. Specify goals and objectives to be met within a set time frame. Describe the specific results expected out of the activities to be performed. Consult before delegating. Clarification minimizes problems and promote teamwork. Avoid gaps and overlaps. 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.

The following list suggests ways for nurse managers to successfully delegate:
Train and develop subordinates.. Plan ahead. Control and coordinate the work of subordinates but do not peer over their shoulders. Follow up by visiting subordinates frequently. Coordinate to prevent duplication of effort. Solve problem and think about new ideas. Accept delegation as desirable. Specify goals and objectives Know subordinates capabilities, and match the task or duty to the employee. Agree on performance standards. Take an interest in employees. Assess the results. Give the appropriate rewards. Do not take back delegated tasks.

There are five steps to the delegation process:

Defining the task, Determining to whom to delegate, Providing clear communication about expectations regarding the task, Reaching mutual agreement about the task at hand, and Monitoring and evaluating the results and providing feedback to the individual regarding his or her performance.

B. MOTIVATION
Forces that make or propels one to act in a certain way. Individual desire and responses to events which prompts extraordinary effort to attain goal and enthusiasm

LEVELS OF MOTIVATION
EXTRINSIC MOTIVATION anticipated rewards or avoidance of negative consequences in the performance of action INTRINSIC satisfaction derived from the action itself TRANSCENDENTAL recognition of the usefulness of action to some other person

THEORIES OF MOTIVATION
CONTENT THEORY motivation factors or needs within a person
1. Maslows Needs Theory
2. Alderfers theory (Existence, Relatedness, Growth) ERG

3. Herzbergs Theory two factor theory

a. Disatisfiers or hygienic (extrinsic) salary, job security, working condition, relationships Satisfiers or non hygienic (intrinsic) achievement, recognition, reward, advancement, work itself

b.

4. McClelland theory affiliation, achievement and power 5. Monistic/scientific theory salary as the best motivating factor

PROCESS THEORY
1. Arousal theory focuses on internal process that mediate the effect of work performance 2. Expectancy theory focuses on peoples expectation that their efforts will result in good performance and valued results 3. Equity theory focuses on fair treatment

C. DECISION MAKING
A systematic, sequential process of choosing among alternatives & putting those choices into action

STEPS
1. Identify problem 2. Prioritize problem 3. Gather and analyze situation related to problem 4. Evaluating all alternatives 5. Select an alternative for implementation