• Barriers in the delegator: Do-it-myself attitude, inability to ask others, inability to

organize/manage, uncertainty
• Barriers in the delegate: Inexperience, incompetence, disorganization,
irresponsibility
• Barriers in the situation: Inadequate support, hurried atmosphere, hostile
management

b) State the FIVE (5) rights of delegation.

1. Task

2. Circumstances

3. Person

4. Directions and Communication

5. Supervision and Evaluation

c) Explain how SN/P Aidil would organize care effectively.

- Plan time around activities that must be performed at a certain time.

- perform high-priority activities first.

- Cluster activities that may be performed together.

- Consider your peak time when performing optional activities.

d) identify any SIX (6) characteristics of transformational leadership.

1. open to new ideas

2. talent for broadening minds.

3. leaders listen to the followers opinion

4. leader trust the followers

5. inspirational motivation

6. individual consideration.

e) explain any FOUR (4) causes of conflict within healthcare services.

1. relationship conflict: frustration of basic needs to creates hostility, potentiates conflict

in every human relationship. (e.g competition, domination and provocation)

2. difference perception: differing perception between 2 persons may result because

that don’t possess the same facts as they perceive the problem from different POVs or
Disagreement about their own roles and power.

3. closer Relationship Between Individuals: The closer the relationship between

individuals with regards to involvement of their personalities, the greater the conflict
between them

4. Highly Dependent Workers: In workplace there are some workers who are highly
dependent, relying upon one another for information or assistance in order to carry out
client’s care. Extreme reliance on another contribution or co-operation for personal
success lead to frequent frustration since any failure by the other to fulfil his expected
support role block goal realisation.

f) identify any FOUR (4) responsibilities of SN/P Aidil as a ward manager and mediator in
managing conflict that arise among her staff.

1. Determine each disputant motivation for conflict and for negotiation: There is little
point to carry out negotiation unless at least one party is ready to seek a mutual
satisfactory solution to the common problem. Dissimilarities of motivation for settlement
leading to disagreement  provide still further basis to conflict.

2. Choose the place and time for meeting and refereeing discussion so to equalise
situational power between participants: A disputant of greater institutional status tends
to over rule the meeting. The mediator should interrupt at intervals and invite the low
status dispute to respond to opponent’s statement or to voice out her own need or
opinion.

3. Synchronise the positive and negative moods or moves of disputants:

Communication between disputants is most effective when both are ‘at the same
wavelength’. Both are expressing feeling at the time of differentiation and positive
feeling at the time of integration. Keep them focus on the same topics and themes
throughout the interchange.
4. Listen intently to both parties in order to identify key theme in interchange: - From time
to time during discussion, the mediator should restate themes and phrases. - Strengthen
issues raised by the low power member to confront the participants with inconsistencies
or exaggerations - Summarise each other segment of discussion before moving to other
topic.

g) explain any FIVE (5) of Fayol’s (1949) universal principles of administrative

management in an organization.

1. division of work: specialization of labor is necessary for organizational success

2. authority: the right to give orders must accompany responsibility

3. discipline: obedience and respect help an organization run smoothly.

4. unity of command: each employee should receive orders from one superior

5. equity: Fairness that results from a combination of kindliness and justice will lead to
devoted and loyal service.

h) outline any SIX (6) reasons for the need of a change in management.

1. emergent of new evidence for clinical procedures.

2. new technology

3. policies

4. changes in senior management

5. high quality and effective care

6. competition
1. Ability: Leaders must demonstrate superior ability, whether it is technical or
organizational.
2. Credibility: leaders should now the ‘rules of the game’, the norms, expectations,
the values of the group to be supervised.
3. Charisma: the ability to persuade the others with ones ideas w/o exerting lots of
efforts.
4. Coaching: effective leaders keep urging on keep subordinates to keep fighting,
to keep pushing against time.
5. Persuasion: seek establish through mutual give-and-take a common
understanding of the nature of the problem and surrounding constraints.

b) identify FOUR (4) essential conditions for effective modelling according to

Bandura’s Social Learning Theory.

1. Attention: people select a model for observation because of the perception of

model’s success and skills.

2. Retention: People retain information about behavior.

3. Reproduction: try to reproduce same behavior.

4. Motivation: motivated to adapt same behavior.

c) explain the importance of reinforcement and social learning theories for workers.

1. PROVIDE SENSE OF WORTH: can give an employee a sense of self-worth by making

her feel good about her work performance. Positive reinforcement lets the
employee know she is making progress and that management is recognizing her
efforts.

2. ENCOURAGE GOOD BEHAVIOR: Positive reinforcement can increase the chances

of a desired behavior reoccurring in the future. if workers receive repeated praise or
encouragement for good performance, they may be more likely to continue it.
3. IMPROVE WORKPLACE MORALE: Positive reinforcement can help improve morale
in the workplace. A supervisor who lets workers know she appreciates their efforts
can foster a more positive work atmosphere.

4. FITTING IN: New employees may have concerns about fitting in with the culture of
the workplace and whether they are demonstrating the ability to perform as
desired. Positive reinforcement early on in the training or orientation process can
alleviate these concerns and help the employee relax and feel more confident
about his ability to be successful.

d) identify FOUR (4) solutions to organize time management in the clinical practice.

1. ORGANIZATION: Using a list to organize any tasks beforehand to prepare for

the plan of care . Planning your work in an orderly and systematic manner
knowing that priorities and patients' status change frequently

2. PRIORITIZATION: Try to leave tasks that are not urgent but take more time for
last. (pareto principles: The Pareto Principle is an effective time management
method for setting priorities and prioritizing tasks, for identifying scheduling issues
early, and for developing a concrete plan for work)

3. DELEGATION: Nurses must be able to differentiate which nursing tasks can and
can’t be delegated to certified nursing staff or other support staff.

4. TIME MANAGEMENT: set a time limit to complete each task.

e) state any FOUR (4) purposes of team building.

1. individual development

2. relationship building

3. building trust

4. improve productivity and motivation

f) explain the FOUR (4) approaches in team building.

1. SETTING GOALS: Emphasizes the importance of clear objectives for individual and
team goals. Team members become involved in action planning to identify ways to
define success and failure and achieve goals.

2. ROLE CLARIFICATION: Emphasizes on improving team members' understanding of

their own and others' respective roles and duties. Intended to reduce ambiguity and
foster understanding. Emphasizes member’s interdependence and value of having
each member focus on their own role in the team’s success.
3. PROBLEM SOLVING: Emphasizes on identifying major problems within the team
and working together to find solutions

4. INTERPERSONAL-RELATIONS: Emphasizes increasing teamwork skills such as giving

and receiving support, communication and sharing. Teams with fewer interpersonal
conflicts generally function more effectively than others. Develop mutual trust and
open communication between team members.

g) State TWELVE (12) factors contributing to quality meeting.

1. Good planning

2. Willingness to attend meetings

3. Discipline

4. Good communication

5. Active participation- Team

6. Avoid interference

7. Decision made supported by all members

8. Interferences

9. Unclear meeting objectives & agenda

10. Wrong timing meeting

11. Team members not prepared

12. equipment malfunction ( e.g slow internet)