Management Process

DIRECTING

Presented by:Mrs BeminaDinesh

Assistant Professor
ESIC College of Nursing
 Introduction

Direction is a function of management performed by top

level management in order to achieve organizational goals.
It is very important and necessary function of management.
Management has to undertake various activities like, guide
people, inspired and lead them as well as supervision of
their activity is required in order to achieve desired results.
Involves influencing individuals to achieve desired results.
It is concerned with influencing, guiding, supervising, and
motivating employees to perform efficiently. 
Meaning and Definition
Direction consists of the process and techniques utilized in issuing
instructions and making certain that operations are carried as originally
planned.
“ Directing involve determining the course, giving order and instruction
and providing dynamic leadership” – Marshall “ Activating means and
moving into action- supplying simulative power to the group”- G.R Terry
Directing is known as the act of issuing of orders, assignments, and
instructions to accomplish the organization’s goals and objectives. It
involves the process of getting the organization’s work done. It entails
explaining what it is to be done, to and by whom, at what time, how and
why the task should be done.
 CHARACTERISTICS OF DIRECTING

 Pervasive
Refers to the fact that directing is required at every level of an organization.
 Continuous
Refers to the fact that directing is a continuous process, which is performed throughout the life
of an organization.
 Human Factor
Refers to the fact that directing involves guiding, leading, motivating, and communicating to
individuals.
 Creative
Refers to the fact that directing aims at converting plans into action.
 Executive
Refers to the fact that directing function is performed by all the managers and executives at
all the levels of the organization constantly.
 Connector
Refers to the fact that directing serves as the connecting and starting link between the
different functions of management.
 Directing Functions

 -Telling people what is to be done and explaining how to

do it
-Issuing instructions and orders to subordinates
-Inspiring them to contribute towards the achievement of
objectives
 -Supervising their activities
-providing leadership and motivation
 Element of Direction

Communication
Leadership
Motivation
Supervision
Coordination
 Significance of Direction

Initiate Action
Ensuring efficiency
Achieving Organizational Objectives
Better Human Relation
Facilitate Changes
 Process of Direction

Defining the objective

Organizing the efforts
Measuring the work
Developing the people
 Techniques of Direction

Consultative Direction
Free rein Direction
Autocratic Direction
 Principles of Delegation

Principle of Result Expected Suggests that: -every nurse manager before delegating the powers
to the subordinate should be able to clearly define the goals as well as results expected from
them -goals and targets should be completely and clearly defined and the standards of
performance should also be notified clearly
Principle of Parity of Authority and Responsibility -the nurse manager should keep a balance
between authority and responsibility - both of them should go hand in hand - if a subordinate is
given a responsibility to perform a task, at the same time he should be given enough
independence and power to carry out that task effectively
Principle of absolute responsibility -responsibility is fixed; authority can be delegated but
responsibility cannot -the nurse manager is always responsible to his superior for carrying out his
task by delegating the powers -every nurse manager is responsible for the act of his/her
subordinate and is also accountable to his/her superior
Principle of Authority level -suggests that a nurse manager should exercise his authority within
the jurisdiction / framework given -before a nurse manager takes any important decision, he
should make sure that he has the authority to do so -emphasizes the degree of authority and the
level up to which it has to be maintained
 What Cannot be Delegated

Overall responsibility, authority and accountability for

satisfactory completion of all activities in the unit.
Authority to sign one’s name is never delegated
Evaluating the staff and or taking necessary corrective or
disciplinary action.
Responsibility for maintaining morale or the opportunity to say a
few words of encouragement to the staff especially the new ones.
Jobs that are too technical and those that involve trust and
confidence.
 Four Rights of Delegation

1. task The right task should be within the scope of the
person’s practice and consistent with the job description.
2. person The right person should have the appropriate
license or certificate, job description.
3. communication The right communication should be
clear, concise, complete and correct.
4. feedback The right feedback should ask for input, get
the person’s recommended solution to the problem and
recognize the persons effort.
 Aspects of Delegation

1. Responsibility – denotes obligation

2. Authority – the power to make final decisions and give
commands.
3. Accountability – refers to liability
 DIRECTING - COMMUNICATION

Communication is the transmission of information, opinions, and intentions between among individuals.
Purpose of communication
1. facilitates work
2. increases motivation
3. effects change
4. optimizes patient care
5. increases workers’ satisfaction
6. facilitates coordination

Types of Communication
1. Verbal Communication
2. Written Communication
3. Non-verbal Communication Personal appearance Intonation of the voice Facial expression Posture and gait Touch

Lines of Communication
UPWARD to superior
HORIZONTAL OUTWARD to peers and to patient, family members of the and community Health Team to workers’
family and friends
DOWNWARD to subordinates NURSES
 DIRECTING - DECISION MAKING
 Decision is a course of action that is consciously chosen from available alternatives for the
purpose of achieving a desired result.
 5 Steps in Decision Making
1. definition of the problem “ why the problem occur”
2. analysis of the problem “getting to the cause of the problem”
3. development of an alternative solution “search for and analysis of alternatives and their possible
consequences”
4. selection of the solution weighing of facts and exploring alternative solutions 5. implementation
and follow-up

Major Management Functions in Implementing Decisions

1. Planning which entails consideration and selection of realistic objectives, policies and
procedures.
2. Organizing which means helping personnel understand the decision and the procedures necessary
for implementing the decision.
3. Staffing or the selection of the right person/s to carry out the decision 4. Controlling the
environment and the group to prevent adverse effects.
 DIRECTING - Art of Decision Making:

Not making decision that others should make, to

preserve morale and authority;
Not deciding on problems that are not pertinent to
matters at hand to prevent waste of time and energy;
Not deciding prematurely to prevent prujudice
Not making ineffective decisions to avoid losing the
respectability of the decision maker.
 DIRECTING - CONFLICT MANAGEMENT

CONFLICTS – clash, fight, battle or struggle; it may be constructive or destructive Basis of the Conflict
1. Intrapersonal 2. Interpersonal 3. Group 4. Intergroup 5. Organizational
Sources of the Conflict
Cultural differences
Different facts
Separate pieces of information
Different perception of the event
Defining the problem differently
Divergent views of power and authority
Role conflicts
Number of organizational levels
Degree of association
Parties dependent on others
Competition for scarce resources
Ambiguous jurisdictions
Need for consensus
Communication barriers
Separation in time and space
Accumulation of unresolved conflit
 Types of Conflict

1. Intrasender - conflict originates in the sender who gives conflicting instructions.
2. Intersender - conflict arises when an individual receives conflicting messages from two or
more sources.
3. Interrole - conflict can occur when an individual belongs to more than one group.
4. Person-role - conflict is the result of disparity between internal and external roles.
 5. Interperson - conflict is common among people whose positions require interaction with
other persons who fill various roles in the same organization or other organizations.
6. Intragroup - conflict occurs when the group faces a new problem.
7. Intergroup - conflict is common where 2 groups have different goals and can achieve their
goals only at the others’ expense.
8. Role Ambiguity - a condition in which individuals do not know what is expected on them. 9.
Role Overload - the person is simply unable to accomplish so much within a limited time
period.
 Conflict Resolution

1. Avoidance - used by groups who do not want to do something that may interfere
with their relationship
2. Accommodation - self-sacrifice
3. Collaboration - inspires mutual attention to the problem and utilizes the talents of
all parties
4. Compromise - in this method, accommodation and adjustment lead to workable
situations rather than to the best solution.
5. Competition - it is an assertive position that fosters conflict resolution on the part of
the subordinate.
6. Smoothing - disagreements are ignored so that surface harmony is maintained in a
state of peaceful co-existence.
7. Withdrawing - one party is resolved thereby making it possible to resolve the issue.
8. Forcing - yields an immediate end to the conflict but leaves the cause of the conflict
unresolved.
Rules on Mediating a Conflict Between Two or More Parties:

1. Establish clear guidelines and make them known to all.

2. Do not postpone indefinitely.
3. Create an environment that makes people comfortable
to make suggestions.
4. Keep two-way communication.
5. Stress a peaceful resolution rather than confrontation.
6. Emphasize shared interests.
7. Follow-up on the progress of the plan.
 DIRECTING - Staff Development

Staff development is geared ultimately to organizational

development.
Orientation
Orientation is a planned and guided activities of an
employee in the organization, the work environment , and
in his job.