DIRECTING

DIRECTING DEFINITION: y It is the act of issuing of orders, assignments, instructions to accomplish the organization s goals and objectives. - 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. - All directions must be consistent with departmental policies to help personnel perform their duties safely and efficiently. y It is the next essential task the manager must perform after planning and organizing. y The manager encourages its personnel to accomplish their assigned tasks towards achieving the objectives that were laid down for the organization while planning and organizing the operations. y It is the final major step taken by the nurse manager to ensure that the organization s goals are accomplished. - Giving order and instructions. - Ensures work is properly assigned by getting the right person for each task that needs to be accomplished. - Choose an employee who shows a sustained effort and has a genuine interest in the task that needs to be accomplished. - Employees must be easy to get along with the others to promote a relevant interaction when doing the task. AIM: To get the work done with the other members of the team. ELEMENTS OF DIRECTING 1. Delegation 2. Supervision 3. Staff Development 4. Coordination 5. Collaboration 6. Communication 7. Evaluation I. PRINCIPLES OF DIRECTING: The supervisor can incite in her employees ideas and emotions which may affect their morale and their operational efficiency. SUPERVISOR: A. Produces positive and negative attitudes 1. Positive attitudes when an employee is conscious of the benefits to himself which he attributes to the influence of the supervisor. 2. Negative attitudes when the reaction of workers is resistance to discipline or actual fear of demotion or discharge. B. Responsibilites: 1. Have the duty to teach and motivate the staff, as well as facilitate their work. 2. Delegate work responsibilities and be available for consultation.

PREPARED BY: Tomas, Donalyn T NUB SN IV, SEC. A

DIRECTING
3. Perform assessment and evaluation of work performance and conditions. Direction is a complex function as it deals with people whose behaviour is unpredictable. Effective direction is an art which a manager can learn and perfect through practice. However, managers can follow the following principles while directing their subordinates: 1. A good supervision is focused on the improvement of work rather than upgrading the worker. - Effective direction requires that management supplement objective methods of supervision with direct personal contact. - EXAMPLE: Direction becomes more effective when there is a direct personal contact between a superior and his subordinates. 2. It is based on lines of authority , organizational philosophy, vision/mission, the job description, policies and standards, the needs of the individual. - EXAMPLE: Managers should find out whether the subordinates are working properly and what problems they are facing. 3. Focuses on the three areas of skill: conceptual, technical and interpersonal. - EXAMPLE: Managers should ensure that subordinates correctly understand what they are to do and how and when they are to do. 4. It is cooperatively planned, and accepts both challenge and change. 5. It uses democratic process to facilitate: A. Effective communication B. Continuous improvement of staff C. Respect for the individuality of each staff member D. Bring about a harmonious relationship and a conducive social, psychological and physical atmosphere. 6. The ultimate goal of good supervision is to provide safe, effective, quality care. - EXAMPLE: Managers should act as leaders so that they can influence the activities of their subordinates without dissatisfying them. II. COMMUNICATION ON MANAGEMENT: COMMUNICATION it is the process by which a message is sent, received and understood as intended. GOAL: Narrow the gap between the intended and the received message. y y As managers, nurses have to frequently communicate directions that are reasonable and understandable to comply with the subordinated. Nurse-manager must be aware that in communication there is verbal, wherein it involves talking, and non-verbal which involves non-verbal cues.

EFFECTIVE COMMUNICATION supervisors, head nurses, nurse-managers must realize the value of the free flow of information and establish a climate in which truthfulness and frankness can be possible between a subordinate and it s superior. BARRIERS TO EFFECTIVE COMMUNICATION TYPES: 1. PHYSICAL BARRIERS - Environmental factors that prevent or reduce the opportunities for communication. - EXAMPLE: distance, noise, equipments, staff shortage, weather 2. SOCIAL/PSYCHOLOGICAL BARRIERS

PREPARED BY: Tomas, Donalyn T NUB SN IV, SEC. A

DIRECTING
Blocks and inhibitors to communication that rise from the judgments, emotions and social values of the people. - EXAMPLE: stress, trust, fear, defensiveness, hostility (denial), anger or irritation, resentfulness 3. SEMANTICS - Words, figures, symbols, penmanship, interpretation of messages through signs and symptoms that may have a variety of meaning. - EXAMPLE: non verbal cues 4. INTERPRETATIONS - Defects in communication skills of verbalizing, listening, writing, reading and telephoning. - EXAMPLE: dialect/language FLOW OF INFORMATION Information in an organization flows formally and informally, which follows the official hierarchy and is required to do one s job. -

DIMENSIONAL FLOW OF COMMUNICATION IN NURSING 1. DOWNWARD COMMUNICATION - Proceeds from an authority or manager to his subordinates. - This communication flow is used by the managers to transmit work-related information to the employees at lower levels. Employees require this information for performing their jobs and for meeting the expectations of their managers. - EXAMPLE: Passing of information and commands to subordinates. Manager instructs a subordinate regarding some matters. Giving job orders. UPWARD COMMUNICATION - Proceeds from the subordinates to the superiors or managers. - It provides feedback on how well the organization is functioning. It can also be used by the employees to share their views and ideas and to participate in the decision-making process. - EXAMPLE: Subordinates send reports to inform their superiors or to present their findings and recommendations. HORIZONTAL COMMUNICATION

2.

3.

PREPARED BY: Tomas, Donalyn T NUB SN IV, SEC. A

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Takes place among the peers and members of the health team. ADVANTAGE:  Time saving  Facilitates coordination of the task  Facilitates co-operation among team members  It provides emotional and social assistance to the peers and health team members. - EXAMPLE: Communication between peers, between managers at same levels or between any horizontally equivalent organizational members. DIAGONAL COMMUNICATION - Flows throughout different hierarchical levels. - Communication that takes place between a manager and health team members is called diagonal communication. - EXAMPLE: To design a treatment module a training manager interacts with the other health care team to enquire about the way they perform their task. -

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MANAGEMENT LEVELS IN NURSING SERVICE The different levels and roles of those occupying them determine the flow of communication within the organization. y TOP LEVEL director and the administrator of the nursing services y MIDDLE LEVEL nurse supervisors and area managers y FIRST LINE MANAGERS head nurse, unit managers, senior staff nurses y OPERATING LEVEL staff nurses, student nurses, nursing attendants

PREPARED BY: Tomas, Donalyn T NUB SN IV, SEC. A