ppt administration.pptx group dynamics,power and politics ,lobbying,critical thinking and stress and its management

group dynamics,power and politics ,lobbying,critical thinking and stress and its management

1. P.G COLLEGE OF NURSING TOPIC ON – GROUP DYNAMICS, POWER AND POLITICS, LOBBYING AND CRITICAL THINKING,DECISION MAKING AND STRESS AND ITS MANAGEMENT. PRESENTED BY: PRATIKSHA BAGHEL MSC NURSING 2 ND YEAR

2. GROUP DYNAMICS IN TRODUCTION In addition to forming, storming and norming, two other functions of group are necessary for work to be performed. One has to do with the task or purpose of group and other has to do with maintenance of the group or support functions.

3. DEFINITION OF GROUP DYNAMICS The communication and behavioral patterns established by the group members is referred to as group dynamics. Each group has its own dynamics because each group is composed of unique individuals Persons involved in the group should share some characteristics and interact. It is because of this that the group acquires its own characteristics.

4. CONTD…. The effectiveness of group dynamics is influenced by the factors such as:- Goals or purpose of the group. Commitment of the group members. Decision making abilities of the group. (d) Leadership style of the group leader. (e) Communication among members (f) Group cohesiveness.

5. TASK GROUPS The task group is one of the most common types of work related groups to which nurses belong. Examples of health care planning committees, nursing service committees, nursing team meetings, nursing care conference groups and hospital staff meetings. The focus of such group is the completion of special task, and format is defined at outset by leader and / or member.

6. CONTD… The leader of task group usually called the chair person, must be accepted by members as appropriate leader and therefore should be an expert in area of task emphasis. The chair person’s role is to identify specific task, clarify communication, and assist in expressing opinions and offering solutions. Committees members are generally selected in terms of their individual functional role and employment status, rather than in terms of their personal characteristics. Member participation is determined by the task.

7. TEAM WORK A team is a group of individuals who functions as a unit, for attaining a common goal. Share leadership responsibilities. Co-operate each other. Share ideas freely. Listen affectively and accepts the concerns of others. Seek creative solutions when viewpoints differ.

8. CONTD… Forgot personal recognition for the sake of team. Recognize and support the contribution of the other members. Needles to say, effective management of conflict is essential for good teamwork.

9. CONTD… In the forming phase, leader provides structure, clarify goals and refocus as necessary. In the storming phase difference among group members may arise and often begins to challenge the leader. At this point, it is important for the team leader to allow differences to focus on the problem and not the person.

10. CONTD… As the group progress to the norming phase, members solve the differences and starts working. At this time ,leader needs to clarify roles and responsibilities once again The performance phase is the most productive. Group members trust each other and work together to achieve the common goal. In the adjourning phase, leader should summarize what the team has accomplished, acknowledge the team effort and celebrate the team’s success.

11. HUMAN RELATION IN CONTEXT OF NURSING A WHO expert committee defined nursing as “the conscious practice of human relationships”. All nursing actions are based on human interactions. Different roles assumed by a nurse like caregiver, advocate, etc are derived from human relations in the context of nursing.

12. CONTD… The advent of “high – tech high touch” approach in nursing practice to preserve the human element in nursing. Without undermining the technological advancements in patient care underlines the importance of human relationship.

13. CONTD… The relationships like:- Nurse-patient relationship. Nurse family relationship. Nurse community relationship. Nurse health team member. Relationships are based on human relations.

14. CONTD… Nursing is regarded as the most caring one among health care professions. This caring image is mainly due to the high proportion of human element involved in the practice of nursing . To a great extent this human element is manifested in the form of human relations.

15. WORK-RELEATED SOCIAL SUPPORT GROUPS Many nurses experience high levels of vocational stress. Social support groups can help reduce stress if various types of support that effective support groups must provide to buffer stress: 1. Technical challenge – group members who know about the work of others can encourage and challenge members to be more creative and enthusiastic about work.

16. CONTD…. 2. Share social reality – group members can act as sounding boards and verify perceptions of social context with others members who have similar priorities, values, and perspectives. 3 . Emotional challenges – group members provide emotional challenge to each other when they question whether others are doing best to achieve goals and overcome obstacles .

17. CONTD… 4. Listening- G roup members share the joys of success and frustration of failure through active listening without giving advice or making judgments. This type of social support is best given outside of work related support group.

18. POWER AND POLITICS INTRODUCTION Power and politics influence the roles of leaders. It focuses on contemporary concept of power, empowerment, types of power exercised by nurses, key factors in developing a powerful image, personal and organizational strategies for exercising power and the power of leader to shape health policy and take action in the political arena of legislative politics. Having the opportunity to relate to politics in the work places is critical for effective leadership.

19. POWER Power is the potential ability of influence. (Hersey, Blanchard & Johnson, 2001) The word power is derived from the Latin verb potere (to be able); thus power may be appropriately defined as that which enables one to accomplish goals. Power can also be defined as the capacity to act or the strength and potency to accomplish something.

20. TYPES OF POWER Reward Power : - It is obtained by the ability to grant favors or reward others with whatever they value. The arsenal of rewards that the manager can dispense to get employer to work toward meeting organizational goals is very broad. Positive leadership through rewards tends to develop a great deal of loyalty and devotion toward leaders. Punishment or Coercive Power : - It is opposite of reward power, is based on fear of punishment if the manager’s expectations are not met. The manager may obtain compliance through threats of transfer, layoff, demotion or dismissal.

21. CONTD…. Legitimate power: - It is position power. It is the power gained by a title or official position within an organization. Legitimate power has inherent in it the ability to create feelings of obligation or responsibility . Expert Power : - It is gained through knowledge, expertise or experience. Having critical knowledge allows a manager to gain power over others who need that knowledge. This type of power is limited to a specialized area.

22. Referent Power : - It is power that a person has because others identify with that leader or with what the leader symbolizes. Referent power also occurs when one gives another person feeling of personal acceptance or approval. People also may develop referent power because other perceives them as powerful. This perception could be based on personal charisma , the way the leader talks or acts, the organization to which he or she belongs, or the people with whom he or she associates .

23. Information Power : - It is based on access to valued data. This source of power is obtained when people have information that others must have to accomplish their goals. Connection Power : - It is based on individual’s formal and informal link to influential or prestigious persons within and outside an area or organization. Followers comply because they want to be linked with influential individual.

24. STRATEGIES FOR BUILDING A PERSONAL POWER BASE Maintain personal energy Present a powerful picture to others Pay the entry fee Determine the powerful in the organization Learn language and symbols of organization Learn how to use the organization’s priorities Increase professional skills and knowledge

25. Maintain a broad vision Use experts and seek counsel Be flexible Develop visibility and a voice in the organization Learn to toot your own horn Maintain a sense of humor Empower others

26. RULES FOR USING POWER Use the least amount of power you can to be effective in your interactions with others. Use power appropriate to the situation. Learn when not to use power. Focus on the problem, not the person. Make polite requests, never arrogant demands. Use coercion only when other methods don’t work. Keep informed to retain your credibility when using your expert power. Understand you may owe a return favor when you use your connection power.

27. GUIDELINES FOR THE USE OF POWER IN ORGANIZATION 1. Guidelines for using legitimate authority Make polite, clear requests. Explain the reasons for a request. Don’t exceed your scope of authority 2. Guidelines for using reward power Offer the type of rewards that people desire. Offer rewards that are fair and ethical. Don’t promise more than you can deliver.

28. 3. Guidelines for using coercive power Explain rules and requirements and ensure that people understand the serious consequence of violations. Respond to infractions promptly and consistently without showing any favoritism to particular individuals. Investigate to get the fact before using reprimands or punishment and avoid jumping to conclusions or making hasty accusations.

29. 4. Guidelines for using expert power Explain the reasons for a request or proposal and why it is important. Provide evidence that a proposal will be successful. Do not make rash, careless or inconsistent statements.

30. 5. Ways to acquire and maintain referent power Show acceptance and positive regard. Act supportive and helpful. Use sincere forms of ingratiation. Defend and back up people when appropriate

31. POLITICS Politics is defined as the effective use of power or the art of using power.” It is important for a leader to understand politics within the context to their employing organization. After the employee has built a power base through hard work, increased personal power and knowledge of the organization, developing skills in the politics of power is necessary. After all, power may not be gained indefinitely, it may be fleeting.

32. Policy can be defined as the decisions that govern action. Policies determine an organizations relationship, activities and goals. Policies results from political action. The steps in political actions are:- Determine what you want. Learn about the players and what they want. Gather supporters and form coalitions. Be prepared to answer opponents. Explain how what you want can help them.

33. The following political strategies will help the novice leader to negate the negative effects of organizational politics: - 1. Become an expert handler of information and communication . Beware that facts can be presented seductively and out of context. Be cautious in accepting facts as presented, because information is often changed to fit other’s needs. Managers must become artful at acquiring information and questioning others. Delay decisions until adequate and accurate information has been gathered and reviewed.

34. 2. Be a proactive decision maker. Nurses have had such a long history of being reactive that they have had little time to learn how to be proactive. Although being reactive is better than being passive, being proactive means getting the job done better, faster and more efficiently. Proactive leaders prepare for the future instead of waiting for it

35. 3. Expand personal resource. Because organizations are dynamic and the future is impossible to predict, the proactive nurse prepares for the future by expanding personal resources. Personal resources include economic stability, higher education and a broadened skill base. People lose powers if others within the organization know that they cannot afford to make a job change or lack the necessary skills to do so.

36. 4. Develop political alliances and coalition. Nurses often can increase their power and influence by forming alliances with other groups, be they peers, sponsors, or subordinates. The alliances may be from within their group or from outside the group. One of the most effective methods of forming alliances is networking.

37. 5. Be sensitive to timing. Successful leaders are sensitive to the appropriateness ad timing of their actions. The person who presents a request to attend an expensive nursing conference on the same afternoon that his or her supervisor just had extensive dental work typifies someone who is insensitive to timing.

38. 6. Promote subordinate identification. A manager can promote the identification of subordinates in many ways. A simple “thank you” for a fine job works well when spoken in front of someone else. Calling attention to the extra efforts of subordinates says in effect, “Look what a good job we are capable of doing.”

39. 7. View personal and unit goals in terms of the organization . Even extraordinary and visible activities will not result in desired power unless those activities are used to meet organizational goals. Hard work purely for personal gain will become a political liability.

40. 8. Leave your ego at home in a jar. Although political actions can be negative, you should make an effort not to take political muggings personally, because you may well be a bystander hit in a crossfire.

41. LOBBYING Lobbying is the deliberate attempt to influence political decisions through various forms of advocacy directed at policymakers on behalf of another person, organization or group. Lobbying is the practice of private advocacy with the goal of influencing a governing body by promoting a point of view that is conducive to an individual's or organization's goals.

42. TYPES OF LOBBYING 1. DIRECT LOBBYING Is communicating your views to a legislator or a staff member or any other government employee who may help develop the legislation To be lobbying, one must communicate a view on a "specific legislative proposal." Even if there is no bill, one would be engaged in lobbying if one asked a legislator to take an action that would require legislation, such as funding an agency. Asked one‘s members to lobby for this bill is also considered as direct lobbying.

43. 2. GRASSROOTS LOBBYING Is simply citizen participation in government. The key to successful grassroots lobbying efforts is assembling people who share common goals and concerns. Grassroots communications are vital in educating legislators to the concerns of the voting population in their state. If you do not share your views with your representative, then your views will not be considered by your state representative when he votes on an issue which affects you. You can make a difference by simply writing, calling, meeting, or faxing your representative.

44. PREPARING FOR LOBBYING CAMPAIGN : Develop plan of action. Consider, rework, revamp, and define the plan in advance of the trip to the legislator‘s office. Be sure one is fully aware of all similar initiatives on the same topic and the position of those opposing one‘s idea. Check with other nursing organizations to determine their positions and if they have information to help support one‘s position. Fine-tune one‘s presentation to several key points because time will be limited. Follow up after the meeting with a call or correspondence outlining the points.

45.   CRITICAL THINKING Definition Critical thinking is the intellectually disciplined process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and/or evaluating information gathered from, or generated by, observation, experience, reflection, reasoning, or communication, as a guide to belief and action.

46. National Council for Excellence in Critical Thinking, 1987 "Critical thinking in nursing practice is a discipline specific, reflective reasoning process that guides a nurse in generating, implementing, and evaluating approaches for dealing with client care and professional concerns. Critical thinking is the skillful application of a repertoire of validated general techniques for deciding the level of confidence you should have in a proposition in the light of the available evidence. -- Tim van Gelder Critical thinking is reasonable, reflective thinking that is focused on deciding what to believe or do. -- Robert Ennis. 

47. STAGES OF CRITICAL THINKING Stage One: We Begin as Unreflective Thinkers. We all begin as largely unreflective thinkers, fundamentally unaware of the determining role that thinking is playing in our lives. We don‘t realize, at this stage, the many ways that problems in thinking are causing problems in our lives. We unconsciously think of ourselves as the source of truth. We assume our own beliefs to be true. We unreflectively take in many absurd beliefs merely because they are believed by those around us. We have no intellectual standards worthy of the name. Wish fulfillment plays a significant role in what we believe.

48. Stage Two: We Reach the Second Stage When We Are Faced with The Challenge Of Recognizing the Low Level at Which We and Most Humans Function as Thinkers. For example, we are capable of making false assumptions, using erroneous information, or jumping to unjustifiable conclusions. This knowledge of our fallibility as thinkers is connected to the emerging awareness that somehow we must learn to routinely identify, analyze, and assess our thinking.

49. Stage Three: We Reach the Third Stage When We Accept the Challenge and Begin to Explicitly Develop Our Thinking Having actively decided to take up the challenge to grow and develop as thinkers, we become "beginning" thinkers, i.e., thinkers beginning to take thinking seriously. Stage Four: We Reach the Fourth Stage When We Begin to Develop A Systematic Approach to Improving Our Ability to Think. At this stage, we now know that simply wanting to change is not enough, nor is episodic and irregular "practice." We recognize now the need for real commitment, for some regular and consistent way to build improvement of thinking into the fabric of our lives.

50. Stage Five: We Reach the Fifth Stage When We Have Established Good Habits of Thought Across the Domains of Our Lives. We know that we are reaching the stage we call the Advanced Thinker stage when we find that our regimen for rational living is paying off in significant ways. We are now routinely identifying problems in our thinking, and are working successfully to deal with those problems Rationally.

51. Stage Six: We Reach the Sixth Stage When We Intuitively Think Critically at a Habitually High Level Across all the Significant Domains of Our Lives . The sixth stage of development, the Master Thinker Stage, is best described in the third person, since it is not clear that any humans living in this age of irrationality qualify as "master" thinkers. It may be that the degree of deep social conditioning that all of us experience renders it unlikely that any of us living today are "master" thinkers.

52. TECHNIQUES OF CRITICAL THINKING Clarify. State one point at a time. Elaborate. Give examples. Ask others to clarify or give examples. If you‘re not sure what you‘re talking about, you can‘t address it. Be accurate. Check your facts. Be precise. Be precise, so you are able to check accuracy. Avoid generalizations.

53. Be relevant. Stick to the main point. Pay attention to how each idea is connected to the main idea. Know your purpose. What are you trying to accomplish? What‘s the most important thing here? Distinguish your purpose from related purposes. Identify assumptions. All thinking is based on assumptions, however basic. Check your emotions. Emotions only confuse critical thinking. Notice how your emotions may be pushing your thinking in a certain direction.  

54. Empathize. Try to see things from your opponent‘s perspective. Imagine how they feel. Imagine how you sound to them. Sympathize with the logic, emotion, and experience of their perspective. Know your own ignorance. Each person knows less than 0.0001% of the available knowledge in the world. Even if you know more about relevant issues than your opponent, you still might be wrong. Educate yourself as much as possible, but still: be humble. Be independent. Think critically about important issues for yourself. Don‘t believe everything you read. Don‘t confirm to the priorities, values, and perspectives of others. Think through implications. Consider the consequences of your viewpoint. Know your own biases. Your biases muddle your thinking. Notice how they might be pushing your thought toward a particular end, regardless of the logical steps it took to get there

55. Suspend judgment. Critical thinking should produce judgments, not the other way around. Don‘t make a decision and then use critical thinking to back it up. If anything, use the method of science: take a guess about how things are and then try to disprove it. Consider the opposition. Listen to other viewpoints in their own words. Seriously consider their most persuasive arguments. Don‘t dismiss them. Recognize cultural assumptions. People from different times and cultures thought much differently than you do. In fact, your ideas might have arrived only in the last 50 years of human history. Be fair, not selfish. Each person‘s most basic bias is for themselves.

56. DECISION MAKING According to D.E. McFarland , "A decision is an act of choice wherein an executive forms a conclusion about what must be done in a given situation. A decision represents a course of behavior chosen from a number of possible alternatives”.   According to Haynes and Massie, "A decision is a course of action which is consciously chosen for achieving a desired result". Hence decision-making is a typical form of planning. It involves choosing the best alternative among various alternatives, in order to realize certain objectives. 

57. CHARACTERISTICS OF DECISION MAKING Decision making is based on rational thinking It is a process of selecting the best form amongst alternatives available. It involves the evaluation of various alternative available. It is the end product because it is preceded by discussions and deliberations. Decision making is aimed to achieve organizational goals. It also involves certain commitment.

58. TYPES OF DECISIONS Organizational and personal decisions : When a person takes a decision in the organization as an executive it will be an organizational decision. This decision will have impact on the working of the organization. The power to take organizational decisions can be delegated from a superior to the subordinate. They are known as personal decision.  

59. Programmed and non-programmed decisions: The programmed decisions are the routine and repetitive decisions for which the organization has developed specific processes. Thus, they involve no extraordinary judgment, analysis and authority. On the other hand, the non-programmed decisions are the one-shot, ill structured, novel policy decisions that are handled by general problem solving processes. Thus, they are of extraordinary nature and require a thorough study of the problem, its in-depth analysis and the solving the problem.

60. Basic and routine decisions : Routine decisions are of repetitive nature and they involve the application of familiar principles to a situation. Basic or genuine decisions are those which require a good deal of deliberation on new principles through conscious thought process, plant location, and distributions are some examples of basic decisions. Policy and operative decisions: Policy decisions are important decisions and they involve a change in the procedure, planning or strategy of the organization. Thus, they are of a fundamental character affecting the whole business.

61. operating decisions are those which are taken by lower levels of management for the purpose of executing policy decisions. They are generally concerned with the routine type of work, hence unimportant for the top management. Individual and group decisions: Individual decisions are those decisions which are made by one individual – whether owner of the business or by a top executive. On the other hand, group-decisions are the decisions taken by a group of managers – board, team, committee or a sub-committee.

62. THEORIES OF DECISION MAKING   Marginal theory This theory stresses on profit maximization. This theory focuses on increasing profit from the decision. It relates to health care cost and patient outcome.   Psychological theory The trust of this theory is on the maximization of customer satisfaction. The manager acts as an “administrative man” rather “economic man”. Mathematic theory This theory is based on the use of models. This is also known as operation research theory. The techniques generally used include linear programming, theory of probability, stimulation models etc. Classical decision theory Views the decision maker as acting in a world of complete certainly. Classical decision making faces a clearly defined problem. Knows all possible 

63. STRESS & ITS MANAGEMENT DEFINITION: The word stress is defined by the oxford Dictionary as “a state of affair involving demand on physical or mental Energy “A condition or circumstance which can disturb the normal physiological and psychological functioning of an individual .In medical parlance “stress is defined as a perturbation of the body’s homeostasis, this demand on mind body occur when it tries to cope with incessant changes in life. Today with the rapid diversification of human activity .We come face to face with numerous causes of stress and the symptoms of anxiety and depression. Thomas Jefferson

64. THE DYANAMICS OF STRESS: In a challenging situation the brain prepares the body for defensive action the fight or flight response by releasing stress hormones namely cortisone and adrenaline. These hormones raise the blood pressure and the body prepares to react to the situation with a concrete defensive action the stress hormones in the blood get used up, entailing reduced stress effects and symptoms of anxiety. CAUSES: headaches Irritable bowel syndrome Eating disorder Allergies Insomnia Back aches Frequent cold and fatigue

65. STRESS CAN BE POSITIVE: The words positive and stress may not often go together but there are innumerable instance of athletes rising to the challenge of stress and achieving the unachievable scientists stressing themselves out occur a point to bring into light the most unthinkable secrets of the phenomenal world, and likewise a painter, a composer or a writer producing the best paining the most letting of tunes or the most appealing piece of writing by pushing themselves to the limit.

66. TYPES Stressors exist in many forms and categories. They may be described as physiologic, physical or psychosocial. Physical stressors might include cold, heat or chemical agents, physiologic stressors might include pain or fatigue. Psychosocial stressor might result from emotional reaction such as fear of faulting an exam or not getting a job Stressors can also occur as normal life transitions there require some adjustment, such as going from childhood into the puberty giving birth or entering majoring.

67. TIME RELATED STRESSORS: Stressors can also be categorized according to their duration. They may be acute time limited stressors such as waiting surging or a final examination. They may be stressor sequences consisting of a series of events over a period of time t hat result from some initiating event such as job loss or divorce. They may be chronic intermittent or they may be chronic enduring sources of stress that persist overtime.

68. STRESS MANAGEMENT TECHNIQUES OF STRESS MANAGEMENT : There are several ways of coping with stress. Some of the techniques are as follows: Autogenic training Cognitive therapy Conflict resolution Exercise Getting a hobby Meditation

69. Deep breathing Relaxation techniques Spending time in nature Listening to some types of relaxing music New age music and classical music

70. PSYCHOLOGICAL SUPPORT : Relaxation training Encouraging physical activity Diet counseling A patient who has been relying on alcohol or drugs to cope with stress should be encouraged to find more adaptive coping mechanisms Antidepressant medication is useful if there is co-morbid depression.

71. THANK YOU