4th management process

DIRECTING
DIRECTING
The 4th management process

The issuance of orders, assignments and

instructions that permits the worker what is
expected of to achieve organizational goal

INCLUDES:
 SUPERVISION
 GUIDANCE

IT IS THE CONNECTING LINK BETWEEN ORGANIZING

FOR WORK AND GETTING THE JOB DONE 
“getting the work done through employees”
DIRECTING

The 4th management process

Includes:
 Delegation of work to be performed
 Utilization of policies and procedures
 Supervision of personnel
 Coordination of services
 Communication
 Staff development
 Making decisions

DIRECTION
 Must be complete
 Understandable
 Given in logical order
RESPONSIBILITIES
IN DIRECTING
 1. PROMOTIVE – improve system

 2. PREVENTIVE – anticipate problems and

difficulties

 3. CORRECTIVE – institute measures to correct

problem

 4. REGULATORY – preserve existing

assignments
ELEMENTS OF DIRECTING
DELEGATION
• Delegating – the process of assigning specific task to workers with commensurate
authority to perform the job

PRINCIPLES OF DELEGATION
1. Select the right person to whom the job is to
be delegated
2. Delegate both interesting and uninteresting
task
3. Provide subordinates with enough time to learn
4. Delegate gradually
5. Delegate in advance
6. Consult before delegating
7. Avoid gaps and overlaps
CRITERIA THAT ARE OF IMPORTANCE IN
DELEGATION:

ABLITY OF THE PERSON

TO CARRY THE TASK

FAIRNESS TO EMPLOYEE AND TEAM AS A WHOLE

MATTERS THAT CANNOT BE DELEGATED

1. Overall responsibility, authority & accountability for satisfactory
completion of all activities

2. Authority to sign one’s name

3. Evaluating the staff or taking necessary corrective or disciplinary

action

4. Responsibility
for maintaining morale or the opportunity to say a
few words of encouragement to the staff especially the new ones

5. Jobsthat are too technical and those that involve trust and
confidence
SUPERVISION
From the word “supervide”  to oversee or view directly

 Providing guidelines for the

accomplishment of task or activity
 The active process of directing,
guiding, and influencing the
outcome of a person’s performance
OUALITIES OF GOOD SUPERVISION

1. Good technical, managerial and human relation skills

2. Ability to communicate well in both spoken and written language,

ability to listen

3. Firmness with flexibility to adjust to the needs of the situation

4. Fairness in dealing with employees

5. Familiarity with policies

6. Good decision making

7. Willingness to grow and develop

OUALITIES OF GOOD SUPERVISION

8. Ability to accept changes

9. Dignified and pleasing personality

10. Ability to motivate employees and

provide opportunities for continuing
professional growth and development

11. Advocacy for nurses and nursing

PRINCIPLES OF GOOD SUPERVISION

1. Requires adequate planning and organization 

facilitate cooperation, coordination and
synchronization of services

2. Gives autonomy to workers  fosters the ability

of each worker to think and act for himself

3. Stimulate workers ambition to grow into

effectiveness  provides for opportunities and
incentives for staff education and continuous
professional grants and development
PRINCIPLES OF GOOD SUPERVISION

4. Creates an atmosphere of cordiality and trust 

creates suitable environment for productive work

5. Considers the strength and weaknesses of

employee

6. Strives to make the unit an effective learning

situation

7. Considers equal distribution of work

STAFF DEVELOPMENT

 One aspect of human resource management

 Provide structure and assistance for employees

to learn in greater depth and to translate the
knowledge, skills, abilities and principles learned

 Major staff development activities:

 Orientation
 In-service education
 Continuing education
 Organizational development
Planned and guided activities of an employee in the organization, the
ORIENTATION
work environment and his job

 Seek to:
Establish favorable attitudes towards
the organization
Provide information and education for
success of the job
Instill a feeling of belonginess and
acceptance
ORIENTATION PROGRAM

VISION, MISSION, PHILOSOPY, GOALS AND OBJECTIVES

ORGANIZATIONAL STRUCTURE

SELECTION, HIRING, PROMOTION,TRANSFER & DISCHARGE

POLICIES

STAFFING, SCHEDULING

RULES & REGULATIONS

TOUR
IN SERVICE EDUCATION
A PLANNED EDUCATIONAL EXPERIENCE PROVIDED BY THE EMPLOYING
AGENCY

 FORMS
1. TEAM BUILDING
2. VALUES RE-ORIENTATION
3. INFECTION CONTROL
4. DOCUMENTATION
5. MEDICATION UPDATES
6. DEMONSTRATION OF NEW EQUIPMENT
7. RESEARCH UPDATES
8. CASE PRESENTATION
CONFLICT MANAGEMENT
CONFLICT
A WARNING THAT SOMETHING IS WRONG

SOURCES OF CONFLICT
 DIFFERENCES IN KNOWLEDGE, SKILLS, VALUES, INTEREST

 SCARCITY OF RESOURCES

 INTERGROUP RIVALRY FOR REWARD

 ROLE AMBIGUITY

 UNWORKABLE ORGANIZATIONAL STRUCTURE

 SHIFT IN ORGANIZATIONAL CLIMATE

 UNACCEPTABLE LEADERSHIP STYLE

STAGES OF CONFLICT

Latent Conflict
 Phaseof anticipation in which antecedent condition
predicts conflict behavior
Perceived Conflict
 Indicates cognitive awareness of stressful situation
Affective states/Felt conflict
 Stress, tension, anxiety, anger & attitudes present
Personalization or depolarization
 Individual is threatened or judge negatively
Manifest conflict
 Overt behavior resulting from antecedent, perceived &
felt conflict
CONFLICT RESOLUTION
APPROACHES
1. AvoidanceTO CONFLICT
MANAGEMENT
2. Accommodation
3. Collaboration
1. AVOIDANCE
 Neutrality is maintained
 Never acknowledge that a conflict arises

2. ACCOMMODATING
 Self-sacrifice
 Person neglect his own needs to meet the goal of the other party

3. COLLABORATING
 inspires mutual attention to the problem
 Utilizes the talent of both parties
 Focuses on problem solving to find mutually satisfying solution
 Problems are identified
 Alternative are explored
 Threats are considered until disagreements are resolved
 Generally the most effective method of conflict resolution
CONFLICT RESOLUTION
Compromise

4. COMPROMISE
 Both parties seek expedient, acceptable answers for
short period when the goals are moderately
important and parties have equivalent power

 Accommodation and adjustment lead to workable

situation rather than the best solution

 Both parties feel that they sacrifice something, both

are partially satisfied

 “LOSE-LOSE” atmosphere
CONFLICT RESOLUTION
Competition

Smoothing
5. COMPETITION
 Leader exerts power at the subordinate’s expense
 Expressed through suppression of conflict though authority-obidience
approach
 Enforces the rule of discipline
 An assertive position that posters conflict resolution on the part of the
subordinate

6. SMOOTHING
 Disagreements are ignored
 Surface harmony are maintained in a state of peaceful co-existence
 Accomplished by:
 Complementing one’s opponent
 Downplaying differences
 Focusing on minor areas of agreement
 Appropriate in solving minor problem but issues remain unsolved and may surface later
CONFLICT RESOLUTION

7. WITHDRAWING
One party is removed making it possible to

Withdrawing
resolve the issue
 Produces same results as smoothing
Forcing
8. FORCING
 Yields an immediate end to the conflict but
leaves cause of the conflict unresolved
 Superior can order but subordinate will lack
commitment to demanded action
 Can be appropriate in life or death situations
 Win –Lose method
STRATEGIES
 Include
FOR use

CONFLICT
of position power, mental or physical power
Failure to respond
RESOLUTION


Majority rule
 Railroading a minority position over the majority
Lose – lose strategy
 Include
 Compromise
 Bribes for accomplishing disagreeable task
 Arbitration by neutral 3rd party
 Resorting to use of general rules instead of considering the merits of individual
cases
Win – win strategy
 Focuson goals
 Emphasize consensus and integrative approaches to decision making
BASIC RULES IN MEDITATING CONFLICT

1. ESTABLISH CLEAR GUIDELINES AND MAKE IT KNOWN TO ALL

2. DO NOT POSTPONE INDEFINITELY – SELECT A TIME THAT IS

BEST FOR BOTH PARTIES

3. CREATE AN ENVIRONMENT THAT MAKES PEOPLE

COMFORTABLE TO MAKE SUGGESTIONS

4. KEEP TWO-WAY COMMUNICATION

 Encourage full expression of negative and positive feelings with an
accepting atmosphere
 Allow open and complete discussions of the problem from each of the
participant
BASIC RULES IN
MEDITATING
CONFLICT
5. STRESS A PEACEFUL RESOLUTION RATHER
THAN CONFRONTATION
 Build a bridge of understanding
 Focus on issues not on personalities

6. EMPHASIZE SHARED INTEREST

 Examine all solution and select the most
acceptable to both parties

7. FOLLOW UP ON PROGRESS OF THE PLAN

PROBLEM –
SOLVING
1. Identifying both the problem and each party’s needs
STRATEGIES
2. Exploring alternatives

3. Choosing the most acceptable alternative

4. Planning

5. Defining roles

6. Implementing

7. Evaluating