directing, communication, motivation, supervision.pptx

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1. Directing

2. Introduction Directing is a heart of the management process and is its third function to achieve the organizational goal. It help the nurse /manager to control their staff those who are working under them.

3. Direction Direction means giving the order to start the operation of a policy or a plan.

4. Definition Direction consists of elements such as issuing orders, continuous training activities, motivation of subordinates, maintaining discipline and rewarding those who perform properly. Direction is a complex function that includes all those activities which are designed to encourage subordinates to work effectively and efficiently .

5. Characteristic Communicator and supervisor. Motivates commands. Stimulates organization. Continuing activity. Coordination. Leadership. Essence of management.

6. Roles and functions of directing It will help to get desired result. It will help the employee to identify their capabilities. It will facilitate the changes in an organization. It will help to stability and stranded of an organization. It increase the efficiency and effectiveness. Direction initiates action. It integrates the efforts of the members of the group.

7. Direction attempts to get maximum out of individual. It facilitates healthy changes in the organization. Direction makes it possible to achieve the mission and objectives of the organization

8. Principles of direction Harmony of objectives. Maximum individual contribution. Unity of commands. Direct supervision. Flow of information.

9. Effective communication. Effective leaderships. Follow up.

10. Elements of directing Supervision. Motivation. Leadership. Communication. Order Giving

11. Supervision Supervision is one of the very important elements and essential component of staffing. Supervision involves the management , direction and leadership of the employees.

12. Meaning The word supervision id derived from two Latine Words, ‘ super’ means ‘above’ and ‘video’ means ‘see’ meaning overseeing .

13. Supervision Supervision is the activity of the management that is concerned with the training and discipline of the work force. Supervision is the art of overseeing, watching and directing with authority, the work and behavior of others.

14. Objectives of supervision To help subordinate to do their job efficiently. To develop subordinate capacity. To guide/ assist in meeting predetermined work objective. To promote team work. To motivate subordinate .

15. Methods of supervision Staff meeting. Informal discussion Training session. Review of record. ect

16. Functions of supervision Orientation for newly posted staff. Assessment of the work loads of individuals and groups. Arranging for the flow of materials. Encouraging community participation. Coordination of the efforts. Promotion of effectiveness of works.

17. Promotion of social contact. Helping individuals to cope with their personal problems. Facilitating flow of communication. Raising level of communication. Development of confidence. Record keeping.

18. Principles of supervision Supervision should be general not closed. Supervision should not over burden for any individual Supervision call for good planning. Encourage works participation in decision making . Supervisors need to understand the problems and situation . They should be helped to set up and attain objectives.

19. Qualities of supervisor Full awareness of the job and the rules and regulation. Intelligence and willingness to grow. Continuous guidance and coordination . Sympathetic attitude and good listening . Ability to communicate information skillfully. Good judgment and ability to understand the others problems .

20. Tools of evaluation Observational check list . In this the supervisor evaluate the skill , knowledge and attitudes of a staff. Rating Scale . It is a device for obtaining the judgments.

21. Categories of supervision Clinical supervision. In here effective balance between the various demands on the health care practitioners including nurse . Managerial supervision . In this balance the weekly workload , meeting , recruitment , and communication Personal supervision . In this includes interpersonal issues , job pressure , motivation and team issues ect .

22. Professional supervision Her focus the professional standards and developments .

23. MOTIVATION Motivation is the core of management . Motive is an inner state that energizes , activates , moves and that directs behavior towards the goals.

24. Motivation The inner drive that directs a person’s behavior toward goals

25. Definitions of motivation Motivation is the process of stimulating people to action to accomplish desired goal. Motivation can be defined as a process which begins with physiological or psychological need or deficiency which triggers behavior or a drive that is aimed at a goal or an incentive.

26. Motivation: Concept and Significance of Motivation The term motivation is derived from the word ‘motive”. The word ‘motive’ as a noun means an objective, as a verb this word means moving into action. Therefore, motives are forces which induce people to act in a way, so as to ensure the fulfillment of a particular human need at a time.

27. Following are the outstanding Features of the concept of motivation 1. Motivation is a personal and internal feeling: 2. Motivation is need based: 3. Motivation is a continuous process: 4. Motivation may be positive or negative: 5. Motivation is a planned process: 6. Motivation is different from job satisfaction:

28. The Motivation Process

29. Types of motivation Extrinsic motivation . This type of motivation that is received from the external environments . Eg : money popularity , grading , competition ect . Intrinsic motivation . This is a actual self motivation . It is originate within the heart of the person. It is a inner gratification and feeling of fulfillments .

30. Positive and Negative motivation Positive motivation is the type of motivation a person feels when he expects a certain reward. An example of Positive motivation is when a father tells his sun, "if you studied well and got high grades i will buy you the new play station". Negative motivation is the type of feeling a person gets when he expects punishment. An Example of negative motivation could be telling your child "if you didn't study, i wont let you travel this summer"

31. Theories of Motivation Motivation theories are important to supervisors attempting to be effective leaders. Content theories focus on the needs that motivate people

32. Maslow's Hierarchy Abraham Maslow first presented the five-tier hierarchy in 1942 to a psychoanalytic society and published it in 1954 in Motivation and Personality Maslow's Hierarchy of Needs identifies five levels of needs, which are best seen as a hierarchy with the most basic need emerging. As basic or lower-level needs are satisfied, higher-level needs become operative

33. Maslow’s Hierarchy of Needs Self- Actualization Needs Esteem Needs Social Needs Security Needs Physiological Needs

34. Level I - Physiological needs are the most basic human needs. They include food, water, and comfort. The organization helps to satisfy employees' physiological needs by a paycheck. Level II - Safety needs are the desires for security and stability, to feel safe from harm. The organization helps to satisfy employees' safety needs by benefits.

35. Level III - Social needs are the desires for affiliation. They include friendship and belonging. The organization helps to satisfy employees' social needs through sports teams, parties, and celebrations. The supervisor can help fulfill social needs by showing direct care and concern for employees.

36. Level IV Esteem needs are the desires for self-respect and respect or recognition from others. The organization helps to satisfy employees' esteem needs by matching the skills and abilities of the employee to the job. The supervisor can help fulfill esteem needs by showing workers that their work is appreciated.

37. Level V This level represents the culmination of all the lower, intermediate, and higher needs of human beings. In other words, the final step under the need hierarchy model is the need for self-actualization. This refers to fulfillment.

38. McClelland’s Need Theory: McClelland’s need-theory is closely associated with learning theory, because he believed that needs are learned or acquired by the kinds of events people experienced in their environment and culture . His theory focuses on Murray’s three needs; achievement, power and affiliation

39. Need for Achievement This is the drive to excel, to achieve in relation to a set of standard, and to strive to succeed. In other words, need for achievement is a behaviour directed toward competition with a standard of excellence. McClelland found that people with a high need for achievement perform better than those with a moderate or low need for achievement, and noted regional / national differences in achievement motivation.

40. Need for Power: The need for power is concerned with making an impact on others, the desire to influence others, the urge to change people, and the desire to make a difference in life. People with a high need for power are people who like to be in control of people and events. This results in ultimate satisfaction to man.

41. Need for Affiliation: The need for affiliation is defined as a desire to establish and maintain friendly and warm relations with other people’. The need for affiliation, in many ways, is similar to Maslow’s social needs.

42. McGregor’s Participation Theory Douglas McGregor formulated two distinct views of human being based on participation of workers. The first basically negative, labeled Theory X, and the other basically positive, labeled Theory Y.

43. Theory X is based on the following assumptions: 1. People are by nature indolent. That is, they like to work as little as possible. 2. People lack ambition, dislike responsibility, and prefer to be directed by others. 3. People are inherently self-centered and indifferent to organisational needs and goals. 4. People are generally gullible and not very sharp and bright.

44. On the contrary, Theory Y assumes that: 1. People are not by nature passive or resistant to organisational goals. 2. They want to assume responsibility. 3 . They want their organisation to succeed. 4. People are capable of directing their own behaviour . 5. They have need for achievement

45. How to Motivate your Employees Create a friendly work environment. Your employees spend a large amount of time of their lives working in the office. So try to make the office look as friendly and appealing as possible . Acknowledge employees’ achievement Everyone wants to be recognized for something they have done; regardless if it was for a work or personal achievement. The acknowledgement of a job well done coming from upper management will mean more to an employee than you think

46. Rewarding employees There will be times when it takes more than just a pat on the back. Try giving simple incentives when rewarding engaged employees . Positive communication is the key Everyone communicates at work and it is probably the easiest thing you can do with your employee. Yet it can also be the most difficult. Spend a short period of time each day to have a word with your employees; discussing things from concerns to ideas.

47. Encourage friendly competition A little competition among the employees would not hurt. A competitive environment is a productive environment. Encourage employees to participate in competitions or challenges as it is healthy Have a meaningful and worthwhile goal Managers should ensure that the company has a vision and plan at a corporate and individual level. Employees who have a path set before them that may lead to promotion can work towards a goal.

48. Create a career path When employees have an idea of what is provided or what the incentives are, they become further motivated. T hey have opportunities to learn new skills . Be a leader worth following As a leader, employees are going to look to you to set an example for the rest of the group. Leaders tend to be setting a tone and values for the company. By doing so, it could have a meaningful effect

49. Encourage creativity Creativity does not have to be based on the work that the employees are doing. It could be simple task like giving ideas on the next company retreat or team building exercises . Encourage team work Try to remove any bureaucracy and hierarchy within the company and create an ‘openness’ to new ideas at any level and working together as a team keeps employees motivated.

50. Welcome all ideas Everyone is unique and unpredictable and each with individual desires and some with complicated ideas Don’t let employees become bored Some employees have a short attention span. Host a cupcake bake-off, plan a happy hour every Friday, have company lunches together in the office on alternate Wednesdays

51. How to create motivating climate Motivate yourself before you motivate your subordinates. Keep organizational Goal with individual Goal. Know the motivators of your subordinates. Appreciation. Transparency. Rewards Management loyalty. Good infrastructure. Delegation. Personal meeting. feedback

52. Communication

53. Communication Communication  is the exchange of thoughts, messages, or information, as by speech, visuals, signals, writing, or behaviour. Derived from the Latin word " communis ", meaning to share. Communication requires a sender, a message, and a recipient. The communication process is complete once the receiver has understood the message of the sender

54. Definitions “Communication is purposive exchange resulting in workable understanding and agreement between the sender and receiver of the message” -George Verdman “ Communication is interchange of thoughts , opinions or information , by speech , writing or signs.” -Robert Anderson

55. COMMUNICATION PROCESS In simple words, communication is an informational and interpretive process in which the message or information travel from the source of information to the receiver though a route called channel.

56. Steps of communication process Sender( information source) Encoding the message. Channel Decoding the message( receiving the message) Feed back

57. Sender: communication process begins with information source. The information source has some raw information , which he puts into a message form, before communicating , the message is encoded. Encoding: Means the message is given a shape or structure which can convey meaning to others. For example, the message may be put in words- written or spoken , expressed through gestures, body movements.

58. Channel: channel is the route or medium chosen to convey the message from the information source ( sender) to the receiver . Types of channels Written : letters, circulars , notices ect . Oral: conversation during –group discussions, meetings ,face to face interaction , interviews lecture , telephone talk ect .

59. Visuals: pictures , posters , slides etc. Body movements: movement of hands, legs etc. Audio-visual: documentary films, television programmes . Tele communication: E-mail, satellite.

60. Receiver/ decoding: receiver is the person or target group who receives the message .

61. Feedback: if the message is interpreted and understood in the same manner as intended by sender, the receivers response indicates positive impact the chain of communication process completes. In case of misunderstanding , and doubts in the interpretation of the message. These are classified through feedback, by receiver to the sender of message.

62. Formal communication & informal communication Formal communication: it is an official communication which follows line of authority and flows from higher authority . Institutional policies , orders, notices , circular reports and other official information is transmitted to the staff members through channels of authority. Formal communication is termed as vertical communication.

63. In this , the communication is either upward or downward direction as shown in figure. principal Staff

64. Informal communication Informal communication is an unofficial . Eg chat, gossip . staff staff

65. Classification of communication A) classification according to the number of persons . 1) Intrapersonal communication. 2) Interpersonal communication. 3) Group communication 4 ) Mass communication

66. B) classification based on the medium used 1)verbal communication. 2) non verbal communication. C) classification based on flow of information. 1) vertical communication. 2) horizontal communication

67. D) classification based on way. One way communication. Two way communication.

68. Interapersonal communication In interapersonal communication the person talk to one’s own self . It involves thinking , imagining and solving problems, meditation. interapersonal communication takes place in the mind of a person through his own sensory system of the body.

69. interpersonal communication Interpersonal communication states the interaction between two or more people. This type of communication is more effective and influential than any other form of communication.

70. Group communication It can be small or large group of communication depending upon the objective of communication and the message to be delivered.

71. Mass communication Mass communication works when a message has to travel from its source to large number of people over distance . Some of mediums are used to form link between the sender and the receiver. Print media: newspapers. Electronic media: radio and TV

72. Techniques of communication A ) verbal communication : verbal communication means communicating with the medium of spoken words. verbal communication is of two type:- Written communication & spoken communication.

73. B)Non verbal communication . Non verbal communication is exchange of information without using the language of worlds . It means a wordless message conveyed through all other acts. Eg body movements, facial expression ect .

74. Two way communication Two way communication is a way to ensure that both the receiver and the sender of the message share information with the same understanding

75. One way communication In one way communication the information is passed on the sender to receiver through the medium of verbal , non verbal . Eg . Public speech. Writing books.

76. Barriers of communication Barriers prevent us from understanding others thoughts and ideas and thereby achieving effective communication.

77. Commonly experienced barriers to communication Physical barriers. Language barriers. Culture barriers. Perceptual barriers. Interpersonal barriers. Stereotyping Muddled message. Emotional barriers. Wrong channel

78. Physical barriers Physical barriers in the process of communication include noise & space. The process of noise is related to any interference which prevent transmission of message from the sender to the receiver. Eg noise from printing machine.

79. Language barrier Common language used by two interacting persons or group of people facilitate easy exchange and understanding other views. Speaking unfamiliar language and use of different expression cause understanding the message.

80. Cultural barriers These are difference in dealing with areas like space, touch and eye contact . There are many misconception in reference to these areas while communicating with people from different culture. Space: distance of space required between two persons is culturally determined.

81. Perceptual barriers Perceptual barriers appear when the sender and the receiver interpret the message differently according to their own perceived ideas and cause communication gap in the message sent and message received

82. Interpersonal barriers Interpersonal communication take place between two or more person. Eg . Withdrawal: the person shows disinterest in maintaining interpersonal contact with others. Negative attitude : Lack of common understanding : Lack confidence :

83. Stereotyping barriers Stereotyping is an oversimplified idea of the typical characteristics of a person , group and an events.

84. Muddled message Muddled means a poorly organized and confusing message.

85. Emotional barriers Emotion like fear , worry ,anxiety , suspicion, anger , excitement ect . Prevent the communicator to freely exchange the views.

86. Wrong channel Selection of wrong channel of communication prevents prevent perception and assimilation of the transmitted message.

87. Characteristics of facilitative effective communication Positive approach. Communication skill. Clear message. Language. Accept reality of miscommunication. Objective oriented communication. Listening.

88. Leadership Introduction : The successful organization has one major attribute that sets it apart from unsuccessful organizations , that is a dynamic and effective leadership. A leadership involved in overall coordination.

89. Leadership The leadership has the origin with the word ‘lead’ means ‘to go’ means ‘to Guide’.

90. Definitions It is the process of influencing the activities of organized group in its efforts towards the goal setting and goal achievements. It is acts by persons which influence other persons in a shared direction . The process by which an agent induces a subordinate to behave in a desired manner.

91. Features of leadership It is continuous process. Leaders try to influence the behavior individual and group. Leadership is the part of management. The followers works willingly and enthusiastically to achieve those goal. There is a relation between leader and the subordinate. Leaders gives recognition and importance to individual.

92. The Nature of Leadership People who can influence the behaviors of others without having to rely on force. People who are accepted as leaders by others

93. Leaders vs. Managers Innovate Focus on people Inspire trust Have a long-range view Ask what and why Have eyes on horizon Originate Do the right thing Leadership is part of management Administrate Focus on systems and structures Rely on control Have a short-range view Ask how and when Have eyes on bottom line Initiate Do things right Management is a wider team.

94. Effective leadership Effective leadership is vital to provide guidance for solving complex problems related to nursing care delivery. It is critical in delivering high quality care , ensuring patients safety and facilitating positive staff developments.

95. Importance of effective leadership Nurse leaders manager can handle the situations effectively. The work out put and quality of work can be improved. The nurse job satisfaction and morale can be increased. There will be healthy work environments. Positive out come for organization . For achieve the high standards of patient care.

96. Out come of leaderships Job satisfaction . Satisfaction with their leader. Satisfaction with job mobility , job security , financial rewards and time to spent with the patient .

97. QUALITY OF AN EFFECTIVE LEADER Knowledge of self. Leader should have self awareness and own strength and weakness. Personality characteristics . Initiative , innovative , ambitious , persistence , self confidence , good communication skill , decision making ect

98. Managerial competencies . This include social power , vision and goals, communication , conflict resolution , motivation , interpersonal relationships , problem solving abilities , emotional intelligent , human recourse developments qualities.

99. Qualities required for a nurse leader Use problem solving approach . Maintain group effectiveness. Develop group identification. Be dynamic , passionate , have emotional influence on other people. Be solution focused and seek to inspire others. Design work place systems that brings good patient out come. Be involves organizational decision making .

100. LEADERSHIP STYLE The literature revealed that the nurses exhibited the following styles Relationally focused leadership styles. These includes the transformational leadership style , individualized consideration and resonance leadership.

101. Transformational leadership style The leader motivates others to do more than they originally intended and often more than they through possible.

102. Individualized consideration The leadership focuses on understanding the needs of each follower and works continuously to get them to their full potential .

103. Resonant leaderships style That inspires , coaches , develops and includes others even in the face of adversity . This type of style is based on the emotional intelligence of the leader.

104. Task focused (non relationally focused) leadership style This includes : Active management by Exception : It focuses on monitoring task execution for any problems that might arise and correcting those problems to maintain current performance .

105. Laissez faire styles These are similar in that they are conceptualized as passive e avoidance of issues , decision making and accountability .

106. Transactional leadership it emphasizes the transaction or exchange that take place among leaders , colleagues and followers to accomplish the works .

107. Dissonant leadership style This is characterized by commanding style for promote the staff success .

108. Instrumental leadership It focuses on the strategic and task oriented developmental function of leaders .

109. According to modern concepts, control is a foreseeing action whereas earlier concept of control was used only when errors were detected. Control in management means setting standards, measuring actual performance and taking corrective action. Thus, control comprises these three main activities.

110. Definition Controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are accomplished.

111. According to Brech , “Controlling is a systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs.”

112. Characteristics of Control Control is a continuous process Control is a management process Control is embedded in each level of organizational hierarchy Control is forward looking Control is closely linked with planning Control is a tool for achieving organizational activities

113. Process of Controlling Setting performance standards. Measurement of actual performance. Comparing actual performance with standards. Analysing deviations. Correcting deviations.