ӝ SEMI – FINALS ӝ 1.
SETTING – setting up organizational structure
ORGANIZING
- Process of forming a system into an organic whole
- Grouping of activities for the purpose of achieving
objectives
- Means of coordinating appropriate activities with other
units horizontally and vertically, that are responsible in2.
accomplishing organization.
ORGANIZATION
- An organized body, system or society where members
are working harmoniously together to achieve3.
organizational goal.
Characteristics:
1. GOAL – “produce the highest quality care of patient”.
2. PEOPLE – “the more cohesive the group is, or the
more each employee cooperate with one another in
the group’s goal
3. STRUCTURE – this defines the limit of behavior or an
organization’s members.
4. CULTURE – personality of the organization and is
reflective of the values, symbols, rituals, myths and
work practices that are common to every
organizational member
5. JOB – “the kind of job that the employee performs
plays a significant part in influencing the kind of work
6. SUPERVISION – “supervisor is responsible for
establishing the work environment”
-positive work environment lead to improved
performance and job satisfaction
ORGANIZATIONAL THEORY
MAX WEBER – father of org. theory
- Generally acknowledged to have developed
the most comprehensive formulation on the
characteristics of BUREAUCRACY.
ELEMENTS OF ORGANIZING
- Process of developing or changing the
mission, philosophy, vision, values and
objective. This should be based on result of
research theory arises that the structure
affects deciding process.
STAFFING AND SCHEDULING
- An orderly, systematic process, based upon
sound rationale, applied to member and kind of
nursing personnel required to provide nursing
predetermined standard of the points in a
particular setting
Developing Job Description
-A contract that should include the job’s function
and obligation and specify the person to whom the
employee is responsible
STEPS IN ORGANIZING
1. Establish objectives
2. Formulating supporting objectives, policies, and plans
3. Identifying and classifying activities necessary to
accomplish the objectives of the enterprise.
4. Grouping the activities in thought of the human and
material resources available.
5. Delegating the head of each group, the authority
necessary to perform the activities
6. Tying the group horizontally and vertically, through
authority and information flows.
ORGANIZING PRINCIPLE
1. UNITY OF COMMAND – indicates he should be
responsible to only one supervisor, whose direction
can be regarded as FINAL
2. SCALAR PRINCIPLE OR CHAIN OF COMMAND
-Suggest that there must be a clear line of authority
running step by step from the highest to lowest
level of authority
 3. SPAN OF CONTROL – the number of people
directly reporting to only one manager represents
that the manager’s span of control and determines
the number of interaction express of her.
4. HOMOGENOUS ASSIGNMENT OF
DEPARTMENTATION
-Process of forming employees into group to accomplish
organizational group
-Departmentation – organized according to function
workers perform
- Specification of jobs.
5. EXCEPTION PRINCIPLE – management by exception
and closely related to parity principle
-Exception Principle – managers should concentrate
their efforts on matters that deviates significantly
from the normal subordinates handles routine
6. PRINCIPLES OF CONTINUING RESPONSIBILITY
-When a manager delegates a function to a
subordinate, the manager’s responsibility for that
function is in no way diminished.
7. CENTRALITY – workers who interact with the
greatest number of other workers receive greatest
amount of work related information and become
most powerful organization structure
8. SPECIALIZATION – perform a single leading function
9. PRINCIPLE OF REQUISITE AUTHORITY
-When responsibility for a particular task is
delegated to a subordinating subordinate must also
be group over sources needed for an authority
accomplishment
ORGANIZATIONAL CONCEPT
ROLE – set of behavior and attitudes expected of a person by
those with whom he or she interacts
POWER – ability to influence
STATUS – the rank a group conforms on a person in accord
with the group’s estimation of the person’s values
REPONSIBILITY – the obligation to account to one’s contact
with respect to an assigned task
CENTRALITY – fact that some positions are so located in the
organization structure that the incumbent
communicates frequently with many other workers
COMMUNICATION – consist of transmission of information
and opinions
LEVELS OF MANAGER
1. TOP – LEVEL MANAGER – lock at the organization as
a whole, coordinating internal and external influences
and generally make decisions with few guidelines or
structure
Primary focus – STRATEGIC
Communication Flows – top to down
2. MIDDLE LEVEL
-Coordinating the
-Serves as a channel between top manager to
lower
-Primary planning focus : combination of long
and short – range planning
-Communication Flows : up and downward with
great centrality
3. FIRST LEVEL MANAGERS – deal with immediate
problem, work force of the org.
- Focus : day to day needs of the org.
- Primary planning focus : short range or operational
planning
- Communication : upward
- Generally relies to middle managers
to transmit communication to top
level managers
ORGANIZATIONAL CHART
- Picture of an organizational structure
- Help identify roles and their expectations
- Defines formal
Characteristics of Org. Chart
1. Division of Work – each box represents the
individual sub – unit responsible for a
given task of the organization
2. Chain of Command – lines individual who reports to
whom and by what authority
3. Type of Work to be performed – indicated labels
or description for boxes
4. Grouping of Work Segments – shown by the
clusters of work groups (department or
single unit)
5. Levels of Management – indicate individual and
entire management hierarchy
Hierarchy – body of person or things
organized or classified pyramidically
according to rank
 BOXES – represents individual’s in an organization or
may indicate entire department
 VERTICAL LINES – referred to as lines of authority
and accountability
 Lines of Authority – represents the responsibility
of individuals, it is defined by going downward
on the chart
 Lines of Accountability – presents responsibility
to report to another person and presents
authority when moving
- Demonstrated CHAIN OF COMMAND
 HORIZONTAL LINES – connect individual who are at
the same level in the organization and have official
relationship
- These individuals are required to work together but
none has the authority over the others
 DOTTED LINES – represents communication
relationships in which neither individual has direct
authority or accountability to others.
ORGANIZATIONAL STRUCTURE
- Refers the way a group is formed, its type of
communication and its mean for channeling authority
and making decisions
Factors:
1. Presence of increasing demand and expectation from
other professional groups and department
2. Transition in the nursing profession, new period of
stress
3. Complexity inserting numerous clinical demands
because of technological advancement affecting
patient care
4. Every increase requirements of governmental,
accessibility, educational, institutional and related
agencies
5. Critical need for cost containment through operational
effectiveness in all areas decreasing efficiency or
nurse’s role and delivery management of patient care
6. Seemingly more defined program toward prevention
rather than core perse in health care.
2 MAJOR TYPES
1. Informal Structure – unplanned; concealed (hidden)
- Generally social with blurred
- Consist of unofficial personnel
- People with little or no formal status may gain
recognition
2. Formal Structure
- Highly planned and visible
- Made publicly and provides framework for defining
managerial authority
Types:
1. Line Structure /Line Organization/ Bureaucratic
Organizational Design
- The traditional employee – employee authority
relationship that emanates
 - Authority and responsibility are clearly defined
2. Line and Staff Organization
- Authority in positions created to support, assist,
recommend and generally reduces the
supervisor’s informational responsibilities purely
advisory to the line structure with no authority to
put recommendation into actions
- This pattern develops when a simple line is
altered to provide management specialists to
support the chief executive.
3. Functionalized and Staff Organization
- Staff officers are no longer purely advisory but
with some command authority over line of
employee
AD HOC DESIGN – modification of the bureaucratic
structure and is sometimes used as a temporarily
basis only.
- Means of over forming the flexibility of the structure
and serves as a way for professionals
MATRIX STRUCTURE – variety of line of staff of
organizational structure
- Has a forming and horizontal chain of command
- Use a chain of command which is different in that
of the employee can report to one or more
managers, but one manager typically has more
authority over the employee than the other
manager
- Focus on the product and the function
TRADITIONAL – focus on the function within organization,
closely following organization’s customs and
bureaucratic procedures.
VERTICAL CHART OR TALL/ CENTRALIZED STRATEGY
- Depicts the chief executive of the top with lines of
authority following the shown hierarchy
- Defines the relationship between and among the
different levels in the org.
- Members are given more opportunities to participate
HORIZONTAL CHART OR FLAT/ DECENTRALIZED
- The manager at the top with or wide span of control
- Levels of management is not shown in a flat chart
- Communication in this structure is direct and simple
ORGANIZATIONAL CLIMATE
- Feeling of trust, belongingness, esteem and loyalty are
part of the climate; values for competence and
accomplishment are part also
- Climate is based on the official policies and procedures
of the organization, the behavior of the supervisors,
the informal org., and the feedback provided by the
org.

CENTRALIZATION – both major and minor designs are made

by a core of top – level manager at the top of the
hierarchy
- Formal approval of the chief executive is needed for
all but the most complicated decisions
DECENTRALIZATION – highly flexible, informal organization
- Diffuses decision making
- Task performance is approved by clarifying and
defining the jobs of people and setting up appropriate
and definite relationships among these jobs
  Advertisement in local newspaper, nursing
organization, bulletins, journals, flyers and
newsletter, etc.
 Placement services, nursing conventions

Major Sources of Personnel

 Seeking their first job – the graduates
 Dissatisfied employee
 The unemployed

 3 Underlying Philosophies in Hiring

1. Manager should screen out applicants who do not
fit the agency’s image
STAFFING
2. The manager should try to fit the job to a promising
applicant
- The process of determining and providing the
3. The manager should try to fit the applicant to the
acceptable number and mix of nursing personnel to
job
produce the desired level of care to satisfy patient’s
demand for care
- Selection of a personnel and assignment system and  Interview
the determination of staffing schedule Purpose: to obtain information to give
information, and to determine the applicant
STAFFING METHODOLOGY meets the requirements for the position

- Should be observed in an orderly manner  Topics to Explore

- It should follow a systematic process 1. Education
- Should be based on sound rationale 2. Prior Employment
- Should be applied to determine the number and kind 3. Life Experience
of nursing personnel required to provide nursing care 4. Professional
of a predetermined standard to a group of patients in
a particular setting

 Recruitment and Retention STAFF DEVELOPMENT

- Acquisition of qualified people to the agency
ORIENTATION – the manager introduce the nurse to her
Modes: new job
 Active recruitment - Tour on the facilities
- Description of the organizational structure
 Employee recommendation
- Discussion of the different department function
 Word of mouth
- Presentation of the philosophy, goals and standards
- Interpretation of administration policies
 - Explanation of the relation of hospital and community
- Frequent visits to make feel comfortable
- Nurse internship programs for new nurses
- Near end and probationary period, it is advisable to
make systematic evaluation indication to job
CAREER MAPPING
 Curriculum Vitae – listing of educational, professional
and scholarly accomplishment, most commonly
used in academic setting
 Resume – a concise listing of educational and
experience in a few pages
- One on one interview
- Serial interview
- Group interview
- Reinter views
SCHEDULING
- A time table indicating planned work days and shifts of
nursing personnel
- The working days and off – days to the nursing
personnel in order to assure adequate patient care and
achieve desirable schedule of duties
 Types of Scheduling
1. Centralized Scheduling – chief nurse or
designated personnel will do scheduling
- Relieves the staff nurse as charge nurse
2. Decentralized Scheduling – it is the chief nurse
as the designated that usually does the assignment
of the
3. Cyclic Scheduling – observe established basic
time pattern for a certain member each week and
is repeated themselves
- Advantages: fair to all
-Saves time
-Scheduled leave coverage such as
vacation are more stable
-Productivity is implied
4. Self Scheduling
-Staff nurse collectively implement the monthly
work schedule, given the criteria for adequate
unit staffing for each 24 hour period by the head
nurse
 Assignment for Staffing
1. Case Method – nurse is assigned for a total
patient care
-Nurse assume total responsibility for meeting all
the needs of the assigned patient during their
time of duty
-The patient receives holistic and unfragmented
care during nurse’s duty
2. Functional Nursing
- Based on the concept of division of labor between
nurses
-One nurse may be related to get the v/s of all
patients, the other nurse may be tasked to
administer all the medications and discharge
-Every one is responsible to the Head Nurse/
Senior Nurse as the provider for the over all
direction and supervision
3. Team Nursing
-Professional, technical and auxiliary nursing
personnel are grouped as a team to provide total
care to a selected group of patients
-The nurse as a team leader is responsible for
knowing the condition and need of all patients
assigned to the team
-Group members given as minor authority as
possible when performing assigned tasks,
although responsibility and accountability are
shared by the team collectively
4. Primary Nursing
-The primary nurse assumes 24 hours
responsibility for planning the care of one or more
patients from admittance to discharged of the
patients
 -Work hours: primary nursing provides total direct
care for the patient
-Off – duty: care is provided by the associate
nurses who follow the care established by the
primary nurse
PREPARE FOR THE INTERVIEW
- Managers should “have complete, clear and
understanding of the open position” before the
interviewing candidate
 Use Team Approach
- More than one person interview the job applicant
 Develop a Standard Interview format for each job
qualification
-The standard interview is advantageous because
it allows the interviewer to be consistent and
prevents the interview from becoming side –
tracked
 Use seniors to Determine Decision – making Ability
 Conduct Multiple Interview
- Candidates should be interviewed more than once on
separate days
 Provide Training in Effective Interviewing Techniques
-Training should focus on communication skills and
advice on planning, conducting, and controlling
the interview
Suggested Interview Format:
-Introduce yourself, and greet the applicant
-Make a brief statement about the organization and available
positions
-Ascertain the position for which the person is applying
-Discuss the information on the application and seek
clarification
-Discuss employee qualification and proceed with the
standard interview format
-If the applicant appears qualified, discuss the organization
and the position further
-Explain the subsequent procedures for hiring such as
employment physicals, and hiring date
-Terminate the interview
Methods to Reach the Goal of the Interview
-Ask only job related questions
-Use open – ended questions that require more than a yes or
no answer
-Pause a few second after the applicant has seemingly
finished before asking the next question
-Ask questions clearly but do not verbally or nonverbally
indicate the correct answer
-Return the topic later in the interview on which the applicant
uttered little information initially
-Ask questions one at a time
-Always appear interested in what the applicant say
-Language should be used that is appropriate for the
applicant
-A written record should be kept to ensure and serves as a
written document
Interviewing Tips for the Applicants
-Prepare in advance for the interview
-Obtain copies of the philosophy and organizational chart of
the org. to which you are applying
-Schedule an appointment for the interview
-Dress professionally and conservatively
-Practice responses to potential interview questions in
advance
-Arrive early on the day of the interview
-Greet the interviewer formally and do not sit down before he
or she does unless given permission to do so
-Share the interviewers hand upon entering the room and
smile
-During the interview, sit quietly, be attentive and take notes
only if absolutely necessary
-Do not chew gum, fidget, slouch or play with your hair, keys,
or pen
-Ask appropriate questions about the org. or the position
-Avoid “what can you do for me” approach
-Answer questions as confidently and honestly as possible
-Shake hand to close the interview and thank the interviewer
for the time
-Send a brief, typed thank you note to the interviewer
 - To make the employee feel that they are
SELECTION already part of the organization
-Process of choosing from among the applicant based on - Reduce burn – out and help new employee
qualified individual for a particular job or position became independent quickly in their new role
-This process involves verifying the applicant’s Socialization – learn new values, skills, attitude,
qualification, checking his/her work history and and social rules as a result of changes in the
deciding of a good match exists between the type of work they do, the sense of
applicant’s qualifications and the org. expectations responsibility.

PLACEMENT
-Assigning a new applicant to a position
-Proper placement foster personal growth, provide a
motivating climate and maximizes productivity
-Managers who are able to match employee’s strength to
job requirement facilitate unit functioning

 Indoctrination
-Refers to the planned adjustment of an employee to the
organization and their work environment
Seek by:
a. Establish favorable employee attitudes around
the organization
b. Provide the necessary information and
education for success in the position
c. Instill a feeling of belongingness and
acceptance

3 Phases: DIRECTING
i. Induction
ii. Orientation - Is the managerial functions of guiding, motivating,
iii. Socialization leading, supervising

Induction – takes place after the employee has ELEMENTS:

been hired / selected but before performing the job 1. Delegation
role 2. Supervision
-Include all activities that educate the 3. Leadership
employee about the org. and employment 4. Motivation
and personal policies and rules 5. Communication
Orientation – provides information about the 6. Coordination
activities and specific for the position 7. Orientation
DELEGATION 2. Plan
- Is not an option, but a necessary 3. Control and coordinate the work of subordinates
- Is a managerial tool for subordinate accomplishment 4. Emphasized employees solving their own problems
and enrichment 5. Accept delegation as desirable
6. Agree on performance standard
Causes of Underdelagation 7. Assess result
1. Fear that delegation may be interpreted as a lack of 8. Give appropriate rewards
ability to do the job completely or correctly 9. Do not take back delegated task
2. Selfishness
3. Fear that subordinates will resent delegated work Reasons for Delegating
4. Lack of experience in the job or with delegation 1. Assigning routine task
5. Enjoyment of the work
Techniques for Delegating
Causes of Overdelegating 1. Prepare list of duties that can be delegated
1. Poor managers of time who spend to much time trying 2. Rank the duties according to the time required to
to get organized perform them and important to the organization
2. Insecurity in the ability to perform task 3. Delegate one duty at a time

Causes of Improper Delegation UNINTERESTED JOB – can be used to challenge,

1. Wrong time, to the wrong person or for the wrong motivate a person’s performance
reason
2. Beyond the capability of the person or something the 4. Consult before delegates
manager should do 5. Avoid gaps and overlaps
3. Decision making without providing adequate Gaps – job left out; no one taking responsibility
information Overlaps – two or more people in one task

CLEAR COMMUNICATION + DELEGATION

- Define the task clearly
- Delineate end result, time, frame and standards
- Delegate the objective, not the procedure
- Managers should validate the perception by direct
observation
*direction must be complete, understandable, and given a
logical order
*direction is the function of a manager
Ways for Nurses and Nurse Manager Delegate
Successfully
1. Train
Can’t be Delegate
1. Task of accountability
2. Authority to sign one’s name
3. Evaluating of staff performance
4. Responsibility for maintaining or opportunity to say a
few words of encouragement to the staff
5. Job that are too technical and those involve trust and
confidence
6. Power to discipline
7. Duties involving trust and confidence
Effective Delegating
1. Plan ahead
2. Identify necessary skills and levels
 3. Select most capable personnel
4. Communicate goal clearly *PURPOSE
5. Empower the delegate  Facilitate work
6. Set deadlines and monitor progress  Effect change
7. Model the role and provide guidelines  Optimize care
8. Evaluate performance  Increase worker satisfaction
 Facilitate coordination
Task that can be Delegated:
 These binds the org. to ensure common understanding
1. Answering phones
2. Cleaning up after procedures
COMMUNICATION PROCESS
3. Patient transportation
4. Ordering supplies; other clerical task  Objective of Communication
5. Stocking procedures and exam rooms  Be understood
6. Assisting with procedures  Get agreement
7. Data collection without analysis  Get something done

Task that Can Not be Delegated: Channels:

1. Any task that would involve nursing judgment or
sophisticated application of the nursing process Downward
2. Initial assessment on new patients - Traditional
3. Assessing pain - Directive
4. Teaching injections - Satisfaction on less for subordinate
5. Evaluating success of treatment - Employee handbooks, reports, job description
6. Interpreting results
7. Establishing plans of care Upward:
8. Identifying needs - Allows employee input
9. Triage - Staff satisfaction very high
10.Counseling and teaching - Supervisor passes up
- Bias and filtering increase as information is passed
COMMUNICATION upward
- This complex exchange of thoughts, ideas or
information at least two levels, verbal or non – verbal Downward Communication
1. Corporate goal plans
*PRINCIPLES: 2. Organization changes
1. A leader or manager must always maintain credibility, 3. Policies, rules and regulation
be honest and base actions on facts and emotions 4. Work system and methods
2. Know what needs to be communicated (who, what, 5. Corporate
where, whom, outcome)
3. Be positive Methods:
4. Be clear and concise, give step by step directions  Face to face communication
indicated  Employee handbooks
  Operating manuals - Understand the structure of the organization and
 Job description sheets recognize who will be affected by the decisiveness
 Bulletin board - Realize that communication is not one way channel
 Letters - Keep communication clear, concise and simple
(SBAR technique: Situation, Background, Assessment,
What should be Communicated Upward: Recommendation)
1. Highlights of their work, achievements and future jobs - Sender should seek feedback regarding accuracy
2. Outlines of unsolved work problems - Use multiple communication method
3. Suggestions for improvement - Don’t overwhelm with necessary information
4. Perception of the workers about their jobs associates
and company THE COMMUNICATION PROCESS
 External Climate
Methods: - Weather climate
 Face to face communication - Timing, temperature, organizational climate, status,
powers, and authority, barriers to managers
 Grievance procedure
 Suggestion systems
 Internal Climate
 Attitudes surveys
- Values, temperament, feelings, stress levels of
 Employee committees sender, and receiver
Lateral Communication
- Horizontal or sideward communication COMMUNICATION MODES
- The communication is between departments on the - Written communication
same level of hierarchy and is most frequently used to - Verbal communication
coordinate activities endorsement, rounds, referral at - Non – verbal communication
same department - Telephone communication
Diagonal Communication Guidelines for Writing Effective Memos
- Occurs between individual or departments that are not
on the same level of hierarchy - Menus should make the main pt. in the beginning
- Only essential information should be included in the
Grapevine Communication memo
- Flows horizontally between people of all levels of the - The menu should be written simply without inflated
hierarchy and usually resolves for people at a time or authoritarians language
- Subjects to error and distortion because of the speed - Headings should be used in the menu to direct the
- Sender has little formal accountability for accuracy of reader to specific issues
organization
*gender is also a significant factor in organization because
 Non – verbal communication clues:
men and women communicates and use language differently
- Space ( Proxemics study of how space a territory
affect communication )
ORGANIZATION COMMUNICATION STRATEGY
 - Environment, outward appearance, eye contact,
security
- Body posture, gesture, facial expression and timing
- Vocal expression – confidence and clarity
 Verbal Communication skills
1. Assertive – a way of communication should allow
people express themselves in direct honesty and
appropriate ways that do not infringe (break on
another person’s right)
2. Passive – occurs where a person suffers in silence,
although he/she may feel strongly about the issue
(mono assertive)
3. Aggressive - expressing oneself in a direct and
often hostile manner that infringe on another
person’s life
- Generally oriented to winning at all costs
4. Passive Aggressive – an aggressive message
presented in a passive way
- Limited verbal behavior with incongruent non –
verbal behavior
Misconception and Myths about Assertiveness
 All behavior is either assistive or passive
 To get what you want all you have to do is to be
assertive
 Being assertive will:
- ↑odds of getting what you want
- To be assertive is to be aggressive
- Assertiveness is un feminine
- Assertive communication is wide or insensitive
 Telephone Communication
- Rapid
- Allows receiver to clarify message at time it is
received
-Does not, however allow the receipt of non –
verbal messages for either the sender or
receiver
 Virtual Communication
-Electronic mail, fax, teleconference, pagers,
internet, CD – ROM, networked system
 Listening Skills
-Are person spends 70% of his/her time listening
but only 1/3 of the message are retained
-Good listening skills are so important as good
verbal skills to the messages
-Good listening skills take ongoing effort
SUPERVISION
- Means personally observing function or activity,
providing leadership is the process of nursing care,
delegating functions or activities while retaining the
accountability evaluating and ensuring that the
nursing care provided is adequate and delivered
appropriately
- Means to inspect, to guide, evaluate, and improve
work performance of employee through a criteria
against which the quality and quantity of work
production and utilization of time and resources are
made
Supervisory Technique:
 Include observation of the worker while making
her rounds
 Spot checking of charts
 Asking the patients about care they receive
 Looking into the general condition of the units
 Getting feedbacks from the co – worker or other
supervisor or relatives
 Asking questions discretely to find out the
problems they encounter in the words drawing
out suggestions from the workers for
improvement of their work or work sit
 Comments and feedbacks
 Soft, courteous manner – taken willingly and
accepted as a challenge to improve
performance
COORDINATION
- Enhances collaborative efforts
- Prevents overlapping of functions, promote good
working relationship and work schedules are
accomplished and targeted
- Convey clearly defined policies, standards, procedures,
guidelines using proper channels of communication
COLLABORATING
- An assertive and cooperative means of conflict
resolution whereby all parties set aside their original
goals and work together to establish a communication
priority goal
- Generally used when the issue is more important to
others
ACCOMODATING – one party sacrifices his or her beliefs
and wants to allow the other party to win
AVOIDANCE
- Results from a low concern for your group’s own
interests coupled with a low concern for the interest of
others
- Outcome: “lose/lose”
- Strategy is generally used when the issue is trivial or
more pressing

COMPROMISING AVOIDING – parties are aware of a conflict but choose not

- This strategic results from a right concern for your to acknowledge it or attempt to resolve it.
groups own interest along with a moderate concern for
the interest of other partners
- This outcome is “win some/loss some”. This strategy
is generally used to achieve temporary solution to
avoid destructive power struggle when time pressure
exist.
- Each party gives up something it wants.

COMPETITION
- Result from high concern for your group / own interest
with less concern for others.
- Outcome is win/lose.
- Includes most attempt at bargaining it is generally
used when basic right are stable or to set a precedent.

COMPETING
- One party pursues what it wants regardless of the
cost to others.

ACCOMODATION
- Results from a low concern of your group’s own
interests combined with a high concern for the interest
of other partners
- Outcome: “lose/win”