DIRECTING Refers to the manner of delegating assignment, orders and instructions to the Nursing personnel where the letter

is made aware of the work expected of him/ her. The nursing personnel should be properly guided so they can contribute effectively and efficiently to the attainment of the nursing service goals.

DIRECTING

It is the implementing phase of the nurse manager Job. It is the connecting link between organizing work and getting the job done. It is the issuance of assignment, orders and instructions that permits the worker to understand what is expected of him, and the guidance and overseeing of the worker so that he can contribute effectively and efficiently to the attainment of organizational objectives. Therefore, the directing function of the managers requires that he must be able to communicate, counsel, assign, train motivate and discipline subordinates.

FUNCTIONS OF DIRECTING:

Appointing Fixing or setting officially Prescribing laying down as a guide, direction or rules of action. Regulating - fixing or adjusting the time, amount and rate. Guiding leading Specifying procedures deciding on alternative

COMMON MISTAKES OF MANAGER IN DIRECTING PEOPLE:

Not appearing to be serious Using hard word to understand terminologies Making the assumption that the subordinate understand things. giving so many direction at once

Giving conflict and confusing instructions.

SUPERVISION:

Supervision involves providing guidance and direction to the work in order to achieve a certain purpose. In the nursing service, the main goal of supervision is to attain quality care for each patient and to develop the potentials of workers for an effective and efficient performance. A good understanding of administration, clinical competence and democratic management are essential in supervision. Instead of giving commands, the supervisor should persuade the worker. Orders and commands should be given only in every rare case.

PRINCIPLES OF SUPERVISION:

Good supervision is focused on improving the staffs works rather than on upgrading himself/ herself Good supervision is based on predetermined individual needs. It requires self study by staff members as a starting point in their growth and development Good supervision is planned cooperatively Good supervision employs democratic methods Good supervision stimulates the staff to continuous self- improvement Good supervision respect individuality of the staff member Good supervision helps creates a social, psychological and physical atmosphere where the individual is free to function at her own level.

SUPERVISORY TECHNIQUES: Nursing service techniques includes: Orientation Efficient assignment, rotation and follow up. Evaluation, guidance, counseling and promotion Health service, recreation and Safety

Staff and in service education

SUPERVISION TOOLS Organizational chart Personnel policies Communication devices purposeful rounds guides to workmanship, such as: Administrative supervisory manual Policy books Procedure books Instruction for kardex use, administration of medical treatment in case of accident. Schedule of professional and non-professional personnel including rotation hours and duties.

DELEGATION There is always some process of work sharing that has to be done and the decisions that must be made. To delegate is to entrust responsibility and authority to others and to create accountability to its results. DELEGATION- is a process of entrusting because the supervisor/administrator shares work and decisions with others which he/she would otherwise carry alone.

POINTERS FOR PROPER DELEGATION OF WORK:

Provide clear and specific instructions. Make sure that the report are clear Give authority commensurate to responsibility. Keep subordinates informed Show you have confidence in your subordinates Be loyal

AFTER YOU HAVE DELEGATED :

Keep your self informed by requesting simple written or oral reports. If something goes wrong, discuss it with the persons with whom you have delegated the responsibility Dont delegate all of the unsavory jobs. In general, let the person preparing the correspondence, report, etc. sign his name.

POINTS TO REMEMBER IN DELEGATION:

2. 3. 4. 5.

Authority to sign you name is never delegated. Let the person who actually did the work sign it. The opportunity to say few words to new employees is never delegated.

Common Errors In Delegation: 1. UNDERDELEGATING

Causes: 1. false assumption that delegation maybe interpreted as a lack of ability on his/her part to do the job correctly or competently. would not limit the managers control, prestige and power managers desire to complete the whole job himself/herself lack of trust or subordinates fear that subordinates will resent hearing work delegated to them lack experience in the job or in delegation itself service mangers find it difficult to assume the manager role 2.OVERLOADING

burdening subordinates

poor management of time, spending most of it trying to get organized

3. IMPROPER DELEGATION delegating at the wrong time, to the wrong person, for wrong reason delegating cash/responsibility beyond capability

THE ELEMENTS OF DELEGATION 1. Responsibility entails an obligation to fulfill the work assigned to a certain position.

2. People will not perform the work unless they can make decisions related to it. 3. Accountability is the process of establishing an obligation to perform the work and to make a decision within set limits. BASIC PRINCIPLES OF DELEGATION

a clear-cut outline of duties, responsibilities and relationships should be established.

Authority should be delegated within especially defined limits to avoid stepping on others rights.

Define objectives and suitable measures for determining performance.

Delegated responsibility must be accompanied with the corresponding authority.

The supervisor is held completely accountable for the methods and results assigned to him/her.

STEPS IN DELEGATION:

1. Describe the task/projects procedure to be done. 2. Relay the description of the task. 3. Establish checkpoints.

Policies/ standards

Allocate Resources

Time frame

4. Establish dialogue before, during and after for feedback on: a. Clarification b. Attitude/feeling of the staff delegated with the task. c. Judgment of delegation

Rounds