DIRECTING Directing is the issuance of orders, assignments and instructions that enable the nursing personnel o understand what

is expected of them. Includes supervision and guidance. Actuates efforts to accomplish goals. Directions must be complete, understandable and given in a logical order. The manner in which verbal orders are given also determines to a large extent their acceptability and the extent to which the workers will be challenged to exert effort to do the job. Directing includes delegation of work to be performed, utilization of policies and procedures, supervision of personnel. Coordination of services, communication, staff development, and making decisions. COORDINATING/ ACTIVATING doing phase of management COMPONENTS: creating a motivating climate establishing organizational communication managing conflict facilitating collaboration Negotiating understanding the impact of collective bargaining & employment laws on management DELEGATION Is the process by which a manager assigns specific tasks or duties to workers with commensurate authority to perform the job. The worker in return assumes responsibility for its satisfactory performance and is held accountable for its results. The ultimate responsibility and accountability rest with the MANAGER who delegates the task. Manager is accountable to his/ her own supervisors for getting the job done right and on time. By delegating well defined tasks and responsibilities, the nurse manager can be freed of valuable time that can well be spent on planning and evaluating nursing programs and activities. Delegation also trains and develops staff members who desire greater opportunities and challenges in their work making them more committed and satisfied in their jobs. Two criteria are important in delegation: The ability of the worker to carry out the task. Fairness not only to the employee but to the team as a whole PRINCIPLES OF DELEGATION

Select the right person to whom the job is to be delegated. Make sure that the employee is capable of doing the job.

Give the employee the accountability and authority to do the job. Delegate both interesting and uninteresting tasks. Uninteresting jobs can be used to challenge, motivate and increase a person's performance and commitment. Interesting jobs draw out the best among employees and inspire them to higher achievement. Provide subordinates with enough time to learn. Expertise can be achieved through training and experience. Delegate gradually. New employees may not be able to assume full responsibilities as employees who have stayed longer on job. Delegate in advance. Specify goals and objectives to be met within a set time frame. Describe the specific results expected out of the activities to be performed. Consult before delegating. Clarification minimizes problems and promotes teamwork. Avoid gaps and overlaps. A gap occurs when a job is left out with no one taking responsibility; an overlap happens when two or more people have responsibility for the same job, causing confusion and low morale. COMMON DELEGATION ERRORS UNDERDELEGATING Overburdens the managers. Frequently stems from the managers false assumption that delegation may be interpreted as a lack of ability on his or her Part to do the job correctly or competently. The managers desire to complete the whole job personally due to lack of trust in he subordinates. The manager believes that he or she needs the experience or that he or she can do it better and faster than anyone else. The fear that subordinates will resent having work delegated to them. Managers may lack experience in the job or in delegation itself. Others refuse to delegate because they have an excessive need to control or be perfect. 2. OVERDELEGATING Burdens the subordinates. Overdelegate because they are poor managers of time, spending most of it just trying to get organized. Other managers feel insecure in their ability to perform a task. Subordinates may become overworked and tired, which can decrease productivity. 3. IMPROPERLY DELEGATING Delegating at the wrong time, to the wrong person, or for the wrong reason. Delegating tasks and responsibilities that are beyond the capability of the person to whom they are being delegated or that should be done by the manager. Delegating decision making without providing adequate information. DELEGATING Is a high-level skill essential to the manager; delegation improves with practice. As managers gain the maturity and self-confidence needed to delegate wisely, they increase their impact and power both within and outside the organization Subordinates gain self-esteem and increased job satisfaction from the responsibility and authority given to them, and the organization moves a step closer toward achieving its goals. Plan Ahead Plan ahead when identifying tasks to be accomplished.

 Assess the situation Clearly delineate the desired outcomes Identify Necessary Skills and Levels Quallich (2005)- maintains that many states nurses practice acts (NPA) may address the issues of delegation. It is essential for nurses to be aware of their state NPA essential elements regarding delegation This includes: States NPA definition of delegation Items that cannot be delegated Items that cannot be routinely delegated Guidelines for RNs about tasks that can be delegated Description of professional nursing practice Description of LVN/LPN nursing practice and unlicensed nursing roles Degree of supervision required to complete a task Guidelines for lowering delegation risks Warnings about inappropriate delegation If there is a restricted use of the word nurse to licensed staff Select Most Capable Personnel Identify the qualified person BEST able to complete the job in terms of capability and time to do so. t is also important that the person to whom the task is being delegated considers the task to be important. Communicate Goal Clearly Manager should clearly communicate what is to be done, including the purpose for doing so, and verify comprehension. Manager should also include any limitations or qualifications that have been imposed. Empower the Delegate Delegate the authority and the responsibility necessary to complete the task. Responsibility is shared when a task is delegated.

Set Deadlines and Monitor Progress Set time lines, and monitor how the task is being accomplished through informal but regularly scheduled meetings Kalisch (2006) suggests that adverse patient outcomes such as missed care occur when delegation is ineffective (a) Failure to obtain a buy-in to the delegated task by the individual being delegated to (b) Failure to retain accountability (c) Lack of conflict management skills led to poor patient outcomes Model the Role and Provide Guidance Manger should be available as a role model and resource in helping to identify alternative solutions Manager should also convey feeling of confidence and encouragement Reassuming the delegated task is the last resort of the manager Evaluate Performance Evaluation of the performance of subordinates should be done Include positive and negative aspects of how the person has completed the task Quallich (2005) states that specific feedback can provide a chance for personal and professional growth Reward Accomplishment Be sure to appropriately reward a successfully completed task Leaders today are often measured by the success of those on their teams Therefore, the more recognition team members receive, the more recognition will be given to their lead