DIRECTING.pptx

8/12/2019 DIRECTING.pptx

1/54

DIRECTING

NCM 107A

Nursing Leadership & Management


2/54

NURSING MANAGEMENT

Is the process of working through staffmembers to be able to providecomprehensive care to the patient

The task of the nurse manager is to plan,organize, direct and control available

financial, material, and human resources inorder to provide effective, economic care togroups of patients


3/54

ORGANIZING

STAFFING

DIRECTING/

LEADING

CONTROLLING

PLANNING


4/54

DIRECTING

a physical act or an action element ofnursing management, the interpersonalprocess by which nursing personnelaccomplish the objectives of nursing.(Swansburg)

Supervidere = to oversee and to viewdirectly. (Hersey)


5/54

DIRECTING

requires that the leader talks directly withthe followers about the plans andexpectations of their work, observes themwhile the task is being done, and inspectsthe product or service upon completion ofthe task.


6/54

DIRECTING

Getting the work done through others. Giving orders and directions to others to

attain quality patient care. It is the issuance of orders, assignments

and instructions that enable the nursingpersonnel to understand what areexpected of them. (Douglas)


7/54

Directing includes the followingactivities: Giving orders Supervision Leading Motivating Communicating


8/54

EFFECTIVE DIRECTING

when subordinates have

superiors who provide directpersonal contact = MOSTEFFECTIVE


9/54

EFFECTIVE DIRECTING

encourages leadership,motivation and communication

techniques = MOSTDESIRABLE


10/54

Seven Habits of Highlyffective People
http://en.wikipedia.org/wiki/File:The_7_Habits_of_Highly_Effective_People.jpg


11/54

OV RVI W

AUTHOR STEPHEN R. COVEY

SUBJECT SELF HELP

PUBLISHED DATE 1989

SOLD More than 15 millionscopies in 38 languages

FOLLOWED BY: The 8th Habit: FromEffectiveness toGreatness


12/54

Knowledge(what to, why to )

HabitsInternalized principles& patterns of behavior


13/54

Knowledge(what to, why to)


Desire(want to)


14/54


Skills(how to)


Desire(want to)


15/54


Skills(how to)


Habits

Desire(want to)


16/54

Examples of Defective Habits:

1. React2. Begin with No End in Mind3. Put First Things Last

4. Think Win-Lose5. Seek First to Talk, Then Pretend to Listen6. Dont Cooperate

7. Wear Yourself Out


17/54

Differentiate EFFECTIVEMANAGEMENT AND

EFFECTIVE LEADERSHIP.


18/54

According to COVEY

Effective management is puttingfirst things first.

Effective leadership is decides

what first things are.


19/54

STAGES


20/54

Habit #1Be ProactiveBased on the work of Stephen Covey


21/54

Proactivity is the habit of Personal Vision

Habit 1 Be Proactive

Be responsible for your life

Best way to predict your future is to CREATEIT!


22/54

Proactive vs. ReactiveWhen we are PROACTIVE, we make good choicesabout how we respond to something happening. weare always ready with a calm attitude. we do thingsto make sure that the right things will happen. weare prepared for anything that might happen. Whenthings dont go our way, we arent happy, BUT westay calm.

When we are REACTIVE, we could explode at anyminute. Things happen and they catch we offguard . we arent ready for things that mighthappen. we deal with things when they happeninstead of being prepared.


23/54

Habit #2Begin with theEnd in Mind

Based on the work Stephen Covey


24/54

Beginning with the End in Mind is the habitof Personal Leadership

Habit 2

Beginning with the End in Mind. Discover a personal mission.

Visualize and create a mental image ofwhat you want to create physically.


25/54

Habit #3Put First

Things FirstBased on the work of Stephen Covey


26/54

Putting First Things First is the habit ofPersonal Management

Habit 3i. Put First Things First

ii. Operate every day from priorities established inyour mission, roles, and goals

iii. Create optimal value from your time


27/54

Habit #4Think Win-Win Based on the work of Stephen Covey


28/54

Think Win Win is the habit ofInterpersonal Leadership

Habit 4 Think Win-Win

Wanting other people to win as well asyourself Unites people in helpful, supportive ways


29/54

Habit #5 Seek First to Understand,Then to Be Understood

Based on the work Stephen Covey.


30/54

Seek First to Understand is the habit ofCommunication

Habit 5 Seek First to Understand Attitude of openness Skill of empathetic listening


31/54

Listen With Your Eyes :

Sometimes we have to listen

with our eyes as much as welisten with our ears. Peoplesay a lot with their body

language and facialexpressions.


32/54

Habit #6Synergize

Based on the work of Stephen Covey.


33/54

Synergy is the habit of Creative Cooperation

Habit 6 Synergize

Seeing and appreciating differences in arelationship as a source of information andcreativity

Others points of view can increase theeffectiveness of an interaction


34/54


35/54

Habit #7Sharpen theSaw

Based on the work ofStephen Covey


36/54

Self Renewal

The Last Habit relates to self-rejuvenation:

Habit 7: Sharpen the Saw

Balance and renew your resources, energy, andhealth to create a sustainable, long-term,effective lifestyle.


37/54

conclusion


38/54

BLAKE AND MOUTONS MANAGERIALGRID


39/54

HOW IT BEGAN

Built from the work of researchers at these University ofMichigan and Ohio State University.Robert Blake and Jane Mouton (1960s) proposed a graphicportrayal of leadership styles through a managerial grid. The grid depicts two dimensions of leader behavior, concernfor people on y-axis and concern for production on x-axis,each dimension ranging from low (1) to high (9), creates 81different positions in which the leaders style may fall.


40/54


41/54

5 RESULTING LEADERSHIP STYLES

Impoverished Management (1, 1)

Exercise minimum effort

low concern for employee satisfaction. disorganized.Ineffective leaders


42/54


43/54


Task management (9, 1):

more concern for production than for people

efficiency can result through organization of worksystems and the elimination of people whereverpossible Increases the output of organization in short run


44/54

81 DIFFERENT POSITIONS ONE COULDLAND ON


45/54


Middle-of-the-Road (5, 5):

maintain a balance between goals ofcompany and the needs of peopleaverage performanceNeither employee nor production needsare fully met.


46/54



47/54


Country Club (1, 9):

low task and high people orientationthoughtful attention to the needs ofif employees are supported it will lead to self-motivation


48/54



49/54


Team Management (9, 9):

high people and task focus

Most effective style according to Blake andMouton.empowerment, commitment, trust, and respect =result in high employee satisfaction and production.


50/54

ADVANTAGES & DISADVANTAGES

Advantages of Blake and Moutons Managerial GridGrid is used to help managers analyze their own leadership styles throughgrid training. Questionnaires help managers identify how they stand withrespect to their concern for production and people. The goal is to reach theteam management status.

Limitations of Blake and Moutons Managerial GridModel ignores importance of internal and external factors.


51/54

WHO COULD BE A LEADER?


52/54

Or You can be!


53/54

To lead you must first be able to follow: for without followers,

there can be no leaders.


54/54

DIRECTING.pptx

Documents