Directing

INTRODUCTION: DIRECTING is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place. Directing is influencing people's behavior through motivation, communication, group dynamics, leadership and discipline. Managers give this function a variety of names. Higgins calls it leading. Other labels are: influencing, coaching, motivating, interpersonal relations, and human relations. Definition It is the directing style wherein managers tell their personnel what to do, how to do it and when to have it completed by. They assign roles and responsibilities, set standards, and define expectations. Directing is the fourth phase of the management process. This phase could also be referred as coordinating, or activating. It is the action phase of management, requiring the leadership and management skills necessary to accomplish the goals of the organization It is the issuance of orders, assignments and directions that enable the nursing personnel understand what are expected of them. Directing includes supervision and guidance so that in doing their job well, nurses can maximally contribute to the organization’s goal in general and into nursing service objective in particular. PURPOSE: The purpose of directing is to channel the behavior of all personnel to accomplish the organization's mission and objectives while simultaneously helping them accomplish their own career objectives PHILOSOPHY OF DIRECTING: Directing initiates action and it is from here actual work starts. Direction is said to be consisting of human factors. In simple words, it can be described as providing guidance to workers is doing work. In field of management, direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. According to Human, “Directing consists of process or technique by which instruction can be issued and operations can be 1

carried out as originally planned” Therefore, Directing is the function of guiding, inspiring, overseeing and instructing people towards accomplishment of organizational goals Direction represents one of the essentials functions of management because it deals with human relations. Direction is also, infrequently and by some, labeled as ‘actuating’. Once the organizational plans have been laid down, the structure being designed and competent people brought in to fill various positions in organization. Direction is the managerial function of guiding, motivating, leading, supervising the subordinates to accomplish desired objectives. Acquiring physical and human assets will not suffice; what is more important is that people must be directed toward organizational goals. Without proper direction and supervision employees become inactive, dull and inefficient and consequently the physical assets like machinery and plant will be put to ineffective use. Basic Concepts about Directing  Direction consists of the process and techniques utilizing in issuing instruction and making certain that operations are carried out as originally planned.  Direction is a complex function that includes all those activities which are designed to which encourage subordinates to work effectively and efficiently in both short and long run.  Direction is telling people what to do and seeing that they do it to the best of their ability.  Directing deals with the steps a manager takes to get subordinates and others to carry out plans.  Direction provides link between different functions in an organization. Directing Function of Management

• Directing is influencing people's behavior through motivation, communication, group dynamics, leadership and discipline. The purpose of directing is to channel the behavior of all personnel to accomplish the

2

• •

•

•

organization's mission and objectives while simultaneously helping them accomplish their own career objectives. Managers give this function a variety of names. Higgins calls it leading. Other labels are: influencing, coaching, motivating, interpersonal relations, and human relations. The directing function gives the manager an active rather than a passive role in employee performance, conduct and accomplishments. Managers accomplish their objectives through people. In blaming others for her or his human resource problems, a manager is denying the management responsibilities inherent in the directing function. The directing function gives managers a second responsibility: helping people in the organization accomplish their individual career goals. Organizations do not succeed while their people are failing. Helping people in the organization with career planning and professional development is an integral part of the directing function. In Management Excel, the directing function in Managing for Success has included: motivation, communication, performance appraisal, discipline and conflict management. Several Management Excel teams have offered situational leadership as an advanced course for Managing for Success graduates. Management Excel team leader in-services have included group dynamics and team building.

Direction has got following characteristics: 1. Pervasive Function - Directing is required at all levels of organization. 2. 3.

4.

5.

6.

Every manager provides guidance and inspiration to his subordinates. Continuous Activity - Direction is a continuous activity as it continuous throughout the life of organization. Human Factor - Directing function is related to subordinates and therefore it is related to human factor. Since human factor is complex and behaviour is unpredictable, direction function becomes important. Creative Activity - Direction function helps in converting plans into performance. Without this function, people become inactive and physical resources are meaningless. Executive Function - Direction function is carried out by all managers and executives at all levels throughout the working of an enterprise, a subordinate receives instructions from his superior only. Delegate Function - Direction is supposed to be a function dealing with human beings. Human behaviour is unpredictable by nature and conditioning the people’s behaviour towards the goals of the enterprise is 3

what the executive does in this function. Therefore, it is termed as having delicacy in it to tackle human behaviour. Directing Style Managers tell people what to do, how to do it and when to have it completed by. They assign roles and responsibilities, set standards, and define expectations. •

Communications - It is one way. The manager speaks, employees listen and react. The only feedback managers ask for is - "Do you understand what needs to be done?"

•

Goal-Setting - The manager establishes short-term goals with specific deadlines.

•

Decision-Making - The manager makes most if not all decisions. When problems arise the manager evaluates options, makes decisions and directs employees as to what actions to take.

•

Providing Feedback - The manager provides candid, detailed instructions as to what changes the employee needs to make.

•

Rewards and Recognition - Managers reward and recognize people for following directions.

Points to Remember When Using the Directing Style  Organize your thoughts before you begin to speak.  Start with the big picture, and then discuss the details.  Make sure your directions are clear and specific.  If possible show employees the desired output. Take the mystery and guess work out of what you want.  Assign due dates.  Provide written instructions if the directions are complex or lengthy.  Get feedback -test the transfer. Ask the employee to explain in his or her own words what you want done.

4

Elements of Directing The directing functions of the manager include the following: 1. Delegation 2. Supervision 3. Leadership 4. Motivation 5. Communication 6. Coordination A. DELEGATION: Delegation (also called deputation) is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities. However the person who delegated the work remains accountable for the outcome of the delegate work. • It allows a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. • Delegation, if properly done, is not abdication. The opposite of effective delegation is micromanagement, where a manager provides too much input, direction, and review of delegated work. • Delegation is a vital skill for team leaders. Genuine delegation leads to a team owning its success and increasing its capacity for achievement. Yet letting go of control can be hard. FIVE TIPS FOR DELEGATION: 1. Provide Context It is essential to be clear about what is required, and why it is important. Framing the delegated work within the broader context energises recipients. They're clear how the work you are delegating contributes to the overall success of the team. Recipients should also be clear how their tasks help the team achieve the vision or success criteria.

5

2. Delegate Authority and Responsibility Delegation of the responsibility to complete a task is relatively easy. Delegating the necessary authority is less so. Delegation of authority requires confidence in the individual, since the leader is relinquishing some control over team activities. Yet without the necessary authority and room for decision making, people are not empowered to complete the tasks they have been given. This is particularly vital in a voluntary organisation. Jethro advised Moses to set up an organisation with both responsibility and authority (Exodus 18:13-26). 3. Support don't Abdicate Delegation does not mean complete withdrawal. Particularly in the early stages, people need support and encouragement to take on additional responsibility. They may need skill training, or encouraging feedback as they stretch themselves in previously untested areas. Prayer support is equally important. Abdication can leave the delegated person feeling that if anything goes wrong they are left isolated. 4. Only Delegate When Appropriate Check that the recipients of the delegation have the necessary skills, information, authority and capability to carry out the delegated responsibilities. If not, then the work will not get done and the individual concerned may lose motivation. 5. Look at Team and Sub-team Structure. Map out what is delegated to the various individuals and sub-teams on your team. Check for consistency and overlaps, and ensure that there is clear communication within the team as to who has responsibility for which areas. This is even more important within a team setting than in a traditional one-toone, manager to subordinate, relationship. ELEMENTS 1. Responsibility – entails an obligation to fulfil the work assigned to a certain

position. 6

2. Authority - deciding what must be done to achieve the purpose, functions to

be performed, which will carry them out and the authority and responsibilities they will have to accomplish the tasks. 3. Accountability – process of establishing an obligation to perform the work and to make a decision within the set limits. BASIC PRINCIPLES 1. A clear outline of duties, responsibilities and relationship should be established. 2. Authority should be delegated within specially defined limits to avoid stepping to other’s right. 3. Defining objective and suitable measure for determining performance. The most effective measure is based on performance standards which are checked against objectives, programs, schedules and budgets. 4. Delegated responsibility must be accompanied with corresponding authority. 5. Every supervisor is held completely accountable for the methods and results of the work assigned to him. ADVANTAGES OF DELEGATION 1. 2. 3. 4.

Freeing the supervisors from routine task. Send message to employees that supervisors has confidence in their ability. It is a powerful motivation tool. It is a training tool for those who has leadership potentials.

BARRIERS TO DELEGATION a. b. c. d. e. f.

Belief in the fallacy “if you want it done right, do it yourself” Lack of confidence and trust in workers. Vague job definition or information Fear of competition Lack of control Poor examples set by the managers who don’t delegate

B. SUPERVISION Origin

7

“Supervise” comes from the word “supervide” which means to oversee or view directly Meaning: It means personally observing a function or activity, providing leadership in the process of nursing care, delegating functions or activities while retaining the accountability, evaluating and ensuring that the nursing care provided is adequate and delivered appropriately.

Main goal: • To attain quality care for each patient and to develop the potentials of workers for an effective and efficient performance. ESSENTIALS IN SUPERVISION • Administration • Clinical competence • Democratic management GOOD SUPERVISION MEANS • A supervisor  Can produce attitudes which are both positive and negative in character.  Produces positive attitudes when are positive when an employee is conscious of the benefits to himself which he attributes to the influence of the supervisor.  Produces negative attitude when the reaction of workers is resistance to discipline or actual fear of demotion or discharge. PRINCIPLES OF SUPERVISION

8

• Good supervision is focused on improving the staff’s work rather than on upgrading himself/herself. • Good supervision is based on predetermined individual needs. • Good supervision is planned cooperatively. • Good supervision employs democratic methods. • Good supervision stimulates the staff to continue self improvement. • Good supervision respects the individuality of the staff member. • Good supervision helps create a social, psychological and physical atmosphere where the individual is free to function at her own level. SUPERVISORY TECHNIQUES • Orientation • Efficient assignments, rotation and follow-up. • Guidance • Evaluation Techniques in Supervision       

Observation of the worker while making the rounds Spot checking of charts through nursing audits Asking the patients about the care they receive Looking into the general condition of the units Getting feedback from co-workers or other supervisors or relatives Asking questions discretely to find out the problems they encounter in the wards Drawing out suggestions from the workers for improvement of their work or work situation.

LEADERSHIP: LEADERSHIP THEORIES

9

Many believe that the critical factor needed to maximize human resources is leadership. A more in-depth understanding of leadership can be gleaned from a review of leadership theories.        

The Great Man Theory Trait or Attribute Theory Behavioral theories Situational and Contingency Theories Path-Goal Theory Charismatic Theory Interactional Leadership theories Transformational leadership theory

The authoritarian leader is characterized by the following behaviors:  Strong control is maintained over the work group.  Others are motivated by coercion.  Others are directed with commands.  Communications flows downward.  Decision making does not involve others.  Emphasize is on difference in status (“I” and “you”).  Criticism is punitive The democratic leader exhibits the following behaviors:  Less control is maintained.  Economic and ego awards are used to motivate.  Others are directed through suggestions and guidance.  Communication flows up and down.  Decision making involves others.  Emphasis is on “we” rather than “I” and “you”  Criticism is constructive. . The Laissez-faire is characterized by the following behaviors:  Is permissive, with little or no control  Motivates by support when requested by the group or individuals.  Provides little or no direction.  Uses upward and downward communication between members of the group.  Disperses decision making through out the group. 10

 Places emphasize on the group.  Does not criticize. Attributes for Effective Leader Honesty Responsibility Confidence Enthusiasm Reliability Patience Decisiveness Determination Loyalty  Courage         

Leadership Styles I. Authoritarian leadership Characteristics: 1. Strong control is maintained over the workgroup 2. Others are motivated by coercion 3. Others are directed with commands 4. Communication flows downward 5. Decision making does not involve others 6. Emphasis is on difference in status ( I and You) 7. Criticism is punitive Democratic leadership (participative leadership) Characteristics: 1. Less control is maintained 2. Economic and ego awards are used to motivate 3. Others are directed through suggestion and guidance 4. Communication flows up and down 5. Decision making involves others 6. Emphasis is on we rather than “I and you” 7. Criticism is constructive II.

III.

Situational Leadership 11

 In this approach, the leader behaves according to a given situation which may vary from one setting to the other.  “Contingency Style of Leadership” – one in which the leader matches the situation and its needs  Fiedler and Chemers state that in the work situation, the manager’s leadership style and expectation, and the followers’ characteristics and expectations blend together and form a productive combination Leader by Force – dominates by force and fear; he/she is ruthless in suppressing opposition; he/she does not reign long; this type of leadership contains within itself the seeds of self-destruction; examples are Hitler and Idi Amin IV.

    

Laissez-faire Leadership (permissive leadership) Also referred to as “delegating approach” Little or no direction is provided Coworkers develop their own goals, make their own decisions, and take responsibility for their own management Managers concentrate on providing maximum support and freedom for coworkers Decision making is dispersed throughout the group

COMMUNICATION: Meaning: The word communication comes from the Latin word communis, meaning commonness. Communication is a two-way process by which information exchanged between or among individuals through a common system of symbols, signs and behavior. Definition: Communication is the process to impart information from a sender to a receiver with the use of a medium. Communication requires that all parties have an area of communicative commonality. Chitty (2001) defines communication as the complex exchange of thoughts, ideas, or information on at least two levels: verbal and nonverbal. • Verbal Communication- the transmission of ideas, opinions, feelings, emotions or attitudes through the use of words. Ex: comments, question, reactions • Nonverbal Communication- refers to the sending of messages to another person utilizing methods or means other then words. Ex: facial expression, gesture, eye contact . 12

COMMUNICATION PROCESS As a process, communication is dynamic, adaptive, and continuous. Communication helps us to develop to be unique persons, relating and cooperating with others. An internal and an external climate also exist in communication. The internal climate includes the values, feelings, temperament, and stress levels of the sender and the receiver. Weather conditions, temperature, timing, and the organizational climate itself are parts of the external climate. The external climate also includes status, power, and authority as barriers to manager-subordinate communication. Internal climate External climate Sender Message

Written

Internal

External

Receiver

Non-verbal Verbal Both sender and the receiver must be sensitive to the internal and external climate, because the perception of the message is altered greatly depending on the climate that existed at the time the message was sent or received. Example, an insecure manager who is called to meet with superiors during a period of stringent layoffs will probably view the message with more trepidation than a manger who is secure in his or her role. In assessing the internal climate, remember that the human mind perceives only what it expects to perceive. The unexpected is generally ignored or misunderstood. In other words, receivers cannot communicate if the message is incompatible with their expectations. Therefore, effective communication requires the sender to determine what receivers see and hear. TYPES OF COMMUNICATION Mainly, there are three types of communication: spoken words, written words, and physical expression or significant gestures. Verbal communication involves spoken words. The speaker must be able to speak slowly, enunciating the words clearly. Choose words that can be clearly understood instead of using too technical ones. Only relevant information should 13

be conveyed to prevent confusion. It ascertains immediate response when time is short. Written communication must be clear, correct, complete and concise. This should be written in words that are clearly understood by the reader. Written communication comes in the form of memoranda, hospital orders, documentation, records and reports, policies, procedures, and the like. Ambiguous terms should be voided to prevent misunderstanding. Non-verbal communication is transmission of message without the use of words. People oftentimes unconsciously use facial expressions, gestures, touch, body language, or vocal tones. LINES OF COMMUNICATION Communication is described as a two-way process, yet in an organization, it is four-dimensional.  Downward Communication  Upward Communication.  Horizontal Communication  Outward Communication MOTIVATION: STRATEGIES IN CREATING MOTIVATING CLIMATE  Have clear expectations for workers, and communicate these expectations effectively.  Be fair and consistent when dealing with all employees.  Be a firm decision maker using an appropriate decision-making style.  Develop the concept of teamwork.  Integrate the staff’s needs and wants with the organization’s interest and purpose.  Know the uniqueness of each employee.  Remove traditional blocks between the employee and the work to be done.  Provide experiences that challenge the employee and allow opportunities for growth.  When appropriate, request participation and input from all subordinates in decision making.  Be certain that employees understand the reason behind decisions and actions.  Reward desirable behavior; be consistent in how you handle undesirable behavior.  Let employees exercise individual judgment as much as possible. 14

 Create a trustful and helping relationship with employees.  Let employees exercise as much control as possible over their work environment.  Be a role model for employees.

COORDINATION Functions: • Unites personnel and services to a common objective. • Prevents overlapping of functions, enhances good working relationship and work schedules are finished on time. • Enhances collaborative efforts resulting in efficient, smooth and harmonious flow of work • Convey clearly defined polices, standard operating procedures, policies and guidelines using the proper channels of communication. SUMMARY: So far we discussed regarding the definition, functions, Concepts, Elements, philosophy and components of directing pertaining to nursing management.

CONCLUSION: By this seminar we gain orientation to the styles, importance and need for directing in the management process. It is necessary for the nursing personnel who are working in the education as well as in hospitals.

15