DIRECTING

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Definition of Directing
❖ Directing is known as the act of issuing of orders,
assignments, and instructions to accomplish the
organization’s goal and objectives.
❖ Involves the process of getting the organization’s work done.
❖ Entails explaining what is to be done, to and by whom, at
what time and how and why the task should be done.
Advantages of Directing
● Initiates actions to get the desired results in an organization
● Attempts to get maximum out of employees by identifying their
capabilities.
● Essential to keep elements like supervision, motivation, leadership, and
communication.
● Ensure that every employee work for organizational goals.
● Coping up with the changes in the organization is possible through
effective direction.
● Stability and balance can be achieved through directing.
 CHARACTERISTIC OF DIRECTING

PERVASIVE CONTINUOUS HUMAN

FUNCTION ACTIVITY FACTOR

Directing function is related to

Directing is required at all subordinates and therefore is
Direction is a continuous
levels of organization. related to human factor. Since
activity as it continues
Every manager provides human factor is complex and
throughout the life of behavior is unpredictable,
guidance and inspiration
organization direction function becomes
to his subordinates. important
CHARACTERISTIC OF DIRECTING

CREATIVE EXECUTIVE
ACTIVITY FUNCTION

Direction function helps in Direction function is carried

converting plans into out by all managers and
performance into executives at all levels
performance. Without this throughout the working of an
function, people become enterprise, a subordinate
inactive and physical receives instructions from his
resources are meaningless. superior only.
Directing includes the following activities

Making
Giving orders Leading
supervision

Motivating Communicating
 - The act of assigning to someone else a
portion of the work to be done with
corresponding authority, responsibility
and accountability.

DELEGATION
- A skill to be learned and mastered
beginning with learning what cannot
be delegated and what will be
delegated to whom.
Reasons for Delegation
For the nurse manager:

1. To free up time for planning and organizing.

2. To help the nurse manager learn how to properly and effectively manage
and develop employees.
3. To keep the nurse manager from ‘spreading/herself too thin’.
4. Delegation encourages open communication and trust
5. It can show the nurse manager a better way of handling people and
resources.
Reasons for Delegation
For the subordinates:

6. Delegation motivates and builds morale.

7. Delegation encourages and stimulates creativity and initiative.
8. Delegation helps develop the skills of subordinates.
9. Delegation allows the subordinates to contribute significantly to team
success.

For the organization:

10. Delegation benefits the team, the department and the organization.
 PRINCIPLES OF DELEGATION
PRINCIPLE OF RESULT EXPECTED:

- Every nurse manager before delegating the powers to the subordinates

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.
 PRINCIPLES OF DELEGATION
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.
 PRINCIPLES OF DELEGATION
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.
 PRINCIPLES OF DELEGATION
PRINCIPLE OF AUTHORITY LEVEL:

- Suggest 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 to which it has to be
maintained.
 Five Rights of Delegation
1. RIGHT TASK
○ One that is delegable for a specific patient.
2. RIGHT CIRCUMSTANCE
○ Appropriate patient setting, available resources, and other relevant factors
considered.
3. RIGHT PERSON
○ Delegating the right task to the right person to be performed on the right person.
4. RIGHT DIRECTION/COMMUNICATION
○ Clear, concise description of the task including its objective, limits and expectations.
5. RIGHT SUPERVISION
○ Appropriate monitoring, evaluation, intervention, as needed, and feedback.
 TASKS THAT CANNOT BE DELEGATED TO NON-PROFESSIONAL STAFF
❏ No tasks may be delegated to unlicensed personnel that requires
substantial knowledge or technical skills.
❏ Pre-procedure assessment
❏ Invasive lines
❏ Sterile techniques or procedures to patient
❏ Nursing process
❏ Patient triage.
● Central task in directing
● Technical means through which the subordinate understand what is to be
done.
● Characteristics of giving good orders:
○ The order should clear, concise and consistent to give sufficient information to ensure
understanding.
○ Should be based on obvious demands of a particular situation.
○ The tone and manner of the order should be delivered well.
○ The reason for the order should be given and could be accepted more readily if the need for it
is understood.
○ Use delegation of authority to avoid giving many specific orders.

GIVING ORDERS
 Giving Orders: What are instructions?
Orders or Instructions are detailed information about how something should
be done or operated.
Why give instructions?
❖ Instructions can help us:
➢ Understand how to complete a task.
➢ Provide detailed information about a specific process.
➢ Share our knowledge so others can complete a task.
➢ Work towards a shared goal.
➢ Make sure tasks are being carried out in a safe manner.
How to give good instructions?
When giving instructions, written or oral, you need to consider the follow
things:

Context Purpose Content Order Feedback

● Concerned with training and discipline of the workforce.
● Includes the follow to assure the prompt and proper execution of orders
● It is the art of overseeing, watching and directing with authority, the work and
the behavior of others.

SUPERVISION
SUPERVISOR
● Refers to monitor the progress of routine work of one’s subordinates and
guiding them properly.

● Includes face-to-face interaction between the supervisor and his

subordinates.

● Supervision converts plans into action.

ROLE OF A SUPERVISOR

Planner Manager Mediator

Guide and
Inspector Counselor
Leader
FUNCTION OF A SUPERVISOR
● Planning and Organizing - Supervisor’s basic role is to plan the daily work schedule of the
workers by guiding them the nature of their work and also dividing the work amongst the
workers according to their interests, aptitudes, skills and interests.
● Provision of working conditions - A supervisor plays an important role in the physical setting
of the factory and in arranging the physical resources at right place. This involves providing
proper sitting place, ventilation, lighting, water facilities etc. to workers. His main responsibility
is here to provide healthy and hygienic condition to the workers.
● Leadership and Guidance - A supervisor is the leader of workers under him. He leads the
workers and influences them to work their best. He also guides the workers by fixing
production targets and by providing them instruction and guidelines to achieve those targets.
FUNCTION OF A SUPERVISOR
● Motivation - A supervisor plays an important role by providing different incentives to workers to
perform better. There are different monetary and non-monetary incentives which can inspire the
workers to work better.
● Controlling - Controlling is an important function performed by supervisor. This will involve
1. Recording the actual performance against the time schedule.
2. Checking of progress of work.
3. Finding out deviations if any and making solutions
4. If not independently solved, reporting it to top management.
● Linking Pin - A supervisor proves to be a linking pin between management and workers. He
communicates the policies of management to workers also passes instructions to them on behalf of
management. On the other hand, he has a close contact with the workers and therefore can interact
the problems, complaints, suggestions, etc to the management. In this way, he communicates workers
problems and brings it to the notice of management.
FUNCTION OF A SUPERVISOR
● Grievance Handling - The supervisor can handle the grievances of the workers effectively for this he has to do
the following things :
1. He can be in direct touch with workers.
2. By winning the confidence of the workers by solving their problems.
3. By taking worker problems on humanitarian grounds.
4. If he cannot tackle it independently, he can take the help and advice of management to solve it.
● Reporting - A supervisor has got an important role to report about the cost, quality and any such output which
can be responsible for increasing productivity. Factors like cost, output, performance, quality, etc can be
reported continually to the management.
● Introducing new work methods - The supervisor here has to be conscious about the environment of market
and competition present. Therefore he can innovate the techniques of production. He can shift the workers
into fresh schedules whenever possible. He can also try this best to keep on changing and improving to the
physical environment around the workers.
● Enforcing Discipline - A supervisor can undertake many steps to maintain discipline in the concern by
regulating checks and measures, strictness in orders and instructions, keeping an account of general discipline
of factory, implementing penalties and punishments for the indiscipline workers. All these above steps help in
improving the overall discipline of the factory.
● The ability to inspire and influence other to contribute to the attainment of
objectives.
● There are a number of leadership styles, namely autocratic and democratic
participation.
● Authoritarian leaders or autocratic style leadership allows no member
participation at all. On the other hand, democratic leadership enables members
allow the participation in all phases of the decision making.

LEADING
 WHAT IS A LEADER? WHAT IS LEADERSHIP?
● A leader is someone in authority to lead others to
accomplish a goal/s.
Leading Influencing
People People
● A leader needs to be able to motivate others to
accomplish a goal/s while at the same time
encourage others to work toward their own
professional goal.

Commanding
People
Guiding
People
What skills do leaders need?
● Coping with stressors
● Determining values and
● Managing time
priorities MANAGING
● Identifying cognitive ● Delegating
styles
STRESS
● Assessing attitude
toward change

DEVELOPING SOLVING PROBLEMS

SELF-AWARENESS ● Using the rational
CREATIVELY
approach
● Using the creative
approach
● Fostering innovations
to others
 STYLES OF
AUTOCRATIC DEMOCRATIC FREE REIN

LEADERSHIP
 ● Allows little or no input from group
members
● Requires leaders to make almost all of
the decisions

Autocratic Leadership ● Provides leaders with the ability to

dictate work methods and processes
● Leaves group feeling like they aren't
● Also known as authoritarian leadership.
trusted with decisions or important
● Characterized by individual control over
tasks
all decisions and little input from group
● Tends to create highly structured and
members
very rigid environments
● Autocratic leaders typically make choices
● Discourages creativity and out-of-the
based on their ideas and judgments and
box thinking
rarely accept advice from followers.
● Establishes rules and tends to be
● Involves absolute, authoritarian control
clearly outlined and communicated
over a group.

CHARACTERISTICS
PROS AND CONS OF AUTOCRATIC LEADERSHIP
BENEFITS DRAWBACKS
● Allows for quick decision-making ● Discourages group input
especially in stress-filled situations
● Hurts morale and leads to resentment
● Offers a clear chain of command or
oversight ● Ignores or impairs creative solutions
and expertise from subordinates
● Works well where strong, directive
leadership is needed
Democratic Leadership ● Group members are encouraged to
● Also known as participative leadership or share ideas and opinions, even
shared leadership though the leader retains the final
● Members of the group take a more say over decisions.
participative role in the decision-making
process can apply to any organization, ● Members of the group feel more
from private businesses to schools to engaged in the process.
government.
● Everyone is given the opportunity to ● Creativity is encouraged and
participate, ideas are exchanged freely, rewarded
and discussion is encouraged.
● While the democratic process tends to
focus on group equality and the free flow
of ideas, the leader of the group is still
there to offer guidance and control

CHARACTERISTICS
PROS AND CONS OF DEMOCRATIC LEADERSHIP
BENEFITS DRAWBACKS

● Communication failures
● More ideas and creative solutions
● Poor decision-making by unskilled
● Group member commitment groups

● High productivity ● Minority or individual opinions

overridden
Free Rein Leadership
● Very little guidance from leaders
● Complete freedom for followers to
● Also called Laissez-Faire
make decisions
● Type of leadership style in which leaders
● Leaders provide the tools and
are hands-off and allow group members
resources needed
to make the decisions
● Group members are expected to solve
● Managers set objectives and employees
problems on their own
are free to do whatever is appropriate to
accomplish those objectives
● Free-rein is often the most successful
style concerning organization is which
managers supervise doctors, engineers,
professors and other professionals.

CHARACTERISTICS
 DOWNSIDE OF FREE REIN LEADERSHIP
● Not ideal in situations where group members lack the knowledge or
experience they need to complete tasks and make decisions.
● Some people are not good at setting their own deadlines, managing their own
projects and solving problems on their own.
● Lack of feedback
● Miscommunication among managers and group members
● Motivation refers to the way in which the needs control, direct or explain the
behavior of human beings.
● A manager must motivate, or cause the employee to follow directives.

MOTIVATING
 WHAT IS MOTIVATION?
● Motivation is an internal feeling and a
psychological phenomenon
generates within an individual.
which
DEFINITION:
● Motivation is next to directing/leading.
Managers can motivate their
“The act or process of stimulating to action,
providing an incentive or motive, especially
subordinates while guiding them.
● Motivating means encouraging people for an act. ”
to take more initiative and interest in
the work assigned.
● It is an art of getting things done “The driving force within individuals by which
willingly from others.
they attempt to achieve some goal in order to
fulfill some needs or expectation”
- Harmer, 2001
 TWO TYPES OF MOTIVATION
INTRINSIC MOTIVATION EXTRINSIC MOTIVATION

- Defined as self respect of accomplishment - Extrinsic motivation is said to be less

and personal growth. The emotional and effective because it comes from outside
personal benefits of the job itself are
the person.
known as intrinsic rewards.
- Intrinsic motivation refers to motivation - “Tangible benefits” related to such as
that comes from inside an individual. salary, fringe benefits and job security
- Motivation comes from pleasure one gets are known as extrinsic motivation called
from the task itself or from the sense of
extrinsic rewards.
satisfaction in completing or even working
on a task.
 IMPORTANCE OF MOTIVATION
★ Employees are motivated to perform ★ Developing employees as future
allotted task, look for better ways. resource.

★ Motivated employee-more quality ★ Reduced labour turnover.

oriented.
★ Decreased absenteeism.
★ Highly motivated- more productive than
adaptive workers ★ Maximum utilization of production
factors.
★ Creative, spontaneous and innovative
behaviours at work. ★ Workers co-operation.

★ Comprehensive understanding of the

way in which organisation functions.
Theories of
Motivation
 MASLOW’S HIERARCHY OF NEEDS
Abraham Maslow suggested that a The needs start from the lowest level
person will be motivated when his basic needs and keeps moving up as
needs are fulfilled the lower level need is fulfilled.

The opportunity for personal

development, learning, and
fun/creative/challenging work. The
highest level need to which human
being can aspire.

The need for respect and

recognition
The need for association,
affiliation, friendship and
so on.
Protection from threats,
deprivation and other
dangers
Physical survival
necessities.
 Hertzberg’s Two Factor Theory

Hygiene factors are needed to

make sure the an employee is not Motivation factors are needed for
dissatisfied. ensuring employees’ satisfaction
and employees’ motivation for
higher performance

Mere presence of hygiene factors does not

guarantee motivation, and presence of
motivation factors in the absence of hygiene
factors also does not work.
 McClelland’s Theory of Needs
McClelland affirms that we all have three motivating drivers, and it does not depend on our gender or age.
One of these drives will dominate our behavior. The dominant drive depends on our life experiences.

ACHIEVEMENT AFFILIATION POWER

A need for control own work or the

A need to accomplish and
A need for love, belonging and work of others People with a high
demonstrate own competence
social acceptance People with a need for power desire situations in
people with a high need for
high need for affiliation are which they exercise power and
achievement prefer tasks that
motivated by being liked and influence over others. They aspire
provide for personal responsibility
accepted by others. They tend to for positions with status and
and results on their own efforts.
participate in social gatherings authority and tend to be more
They also prefer quick
and may be uncomfortable with concerned about their level of
acknowledgement of their
conflict. influence than about effective
progress.
work performance.
 Vroom’s Theory of Expectancy
Victor Vroom stated that people will be highly productive and motivated if two
conditions are met:
1. People believe it is likely that their efforts will lead to successful results.
2. Those people also believe that they will be rewards for their success.
People will be motivated to exert a high level of effort when they believe that
there are relationships between efforts they put forth, the performance they
achieve, and the outcomes/rewards they achieve.
● Communication is defined as the passing of information and understanding
from sender to receiver.
● It is the means of the manager to reach out through the barriers to attain the
goals needed to be done as a team.

COMMUNICATING
 COMMUNICATION
● In an organization, supervisors transmit information to subordinates.
Proper communication results in clarity and securing the cooperation of
subordinates.

● Faulty communication may create problems due to misunderstanding

between the superior and subordinates. The subordinates must correctly
understand the message conveyed to them.
 IMPORTANCE OF COMMUNICATION
● Communication helps employees to understand their role clearly and perform
effectively,

● It helps in achieving coordination and mutual understanding which in turn, leads to

industrial harmony and increased productivity.

● Communication improves managerial efficiency and ensures cooperation of the staff.

● Effective communication helps in molding attitudes and building up employees’ morale.

● Communication is the means through which delegation and decentralization of authority

is successfully accomplished in an organization.
 ELEMENTS OF COMMUNICATION PROCESS
SENDER MESSAGE ENCODING

Process of converting message

Contact-Objective: Subject matter intended into meaningful symbols, words,
passing the message to be conveyed. pictures, gestures and other body
language

CHANNEL RECEIVER

Example: Letter, e mail, To whom message is

circulars, telephone sent

DECODING FEEDING

Reverse of encoding –
Received and
receiver converts the
understood the message
symbol
 TYPES OF COMMUNICATION
FORMAL COMMUNICATION INFORMAL COMMUNICATION

1. Vertical, Downward, and Upward 1. Grapevine

2. Horizontal 2. Consensus
Downward Communication
Flows from superior to subordinates

Objectives To make it effective

1. To give directives about some job 1. Managers should be adequately
2. To explain policies and procedures informed
3. To convey assessment of performance 2. Should be clear about how much to
4. To explain the rationale of the job communicate
3. Some authority should be delegated to
lower levels to shorten the
communication
4. Information should be passed on to the
correct person
Upward Communication
Upward communication moves from subordinate staff to the superiors

Importance
1. Provides feedback
2. Releases pent-up emotions of subordinates
3. Provides superior useful information
4. Makes introduction of new schemes easier
5. Promotes harmony
Horizontal Communication
It flows between people at the same level
It is important for promoting understanding and coordination among various people or departments

It is carried on through:
1. Face-to-face discussion
2. Telephone talk
3. Periodical meetings
4. Memos
Grapevine Communication
Primarily a channel of horizontal communication, it can flow even vertically and diagonally

Types: Importance:

1. Single strand- flows like a chain 1. Emotional relief

2. Harmony and cohesiveness in the
2. Gossip- one person tells everybody
organization
3. Probability (random) – information may 3. Supplement to other channels
move from anybody to anybody 4. A fast channel
5. Provides feedback
4. Cluster- moves through selected groups
Consensus Communication
Is the process of arriving at agreement through consultation
It is not unanimity but dissent is not expressed in the larger interest

Advantages:
1. Consensus decisions easy to accept
2. Promotes harmony, checks conflicts and splits
 Barriers to Effective Communication
Semantic barriers Socio-Psychological barriers
1. Symbol with different meaning 1. Attitudes and opinions
2. Badly expressed message 2. Emotions
3. Faulty translation 3. Closed minded
4. Unclarified assumption 4. Status of consciousness
5. Source of information
6. Inattentiveness
7. Faulty transmission
8. Poor retention
9. Unsolicited communication
 ● A way for two or more parties to find a
peaceful solution to a disagreement
among them. The disagreement may
be personal, financial, political, or

CONFLICT RESOLUTION emotional.

● When a dispute arises, often the best

course of action is negotiation to
resolve the disagreement.
GOALS OF NEGOTIATION
● To produce a solution that all parties can agree to
● To work as quickly as possible to find this solution
● To improve, not hurt, the relationship between the
groups in conflict
Why should you resolve conflict?
“The main goal of negotiation with your opposition is to come to an
agreement that benefits all parties.”

Some other good reasons to negotiate are:

● To understand more about those whose ideas, beliefs, and backgrounds may be different from

your own.

● To ensure that your relationships with opponents continue and grow.

● To find peaceful solutions to difficult situations.

Seven steps to successfully negotiate the resolution of a conflict:

1 Understand the conflict

Communicate with the 5 Use a third party mediator

2 opposition

Brainstorm possible 6 Explore alternatives

3 resolutions

4 Choose the best resolution

7 Cope with stressful situations
and pressure tactics
THANK
YOU!