DIRECTING

I.INTRODUCTION

Directing is the heart of the management process. All other functions of

management such as planning, organizing, and staffing have no importance without
directing. Leadership, motivation, supervision, communication are various aspects of
directing.Itis its third function to achieve the organizational goal. It helps the nursing
managers to supervise and control the activities of nursing staff working under them. In
order to maintain healthy working environment,proper direction plays an important role.

Directing refers to a process or technique of instructing, guiding, inspiring,

counselling, overseeing and leading people towards the accomplishment of organizational
goals. It is a continuous managerial process that goes on throughout the life of the
organization.

II.MEANING OF DIRECTING

Directing or direction means issuing of instructions to the subordinates,

supervising them, motivating them, and providing leadership to contribute to the best of
their ability for the achievement of nursing organizational goals. It is also known as
actuation.Directing can be defined as that function of management, which helps in guiding
and leading people to work in such a manner so as to perform efficiently and effectively for
the attainment of organizational objectives. Directing is the managerial function, which
initiates organized action.It is one of the most important fundamental functions of
management and is a part of every managerial action taken because the direction is
primarily concerned towards various other function of management like leadership,
motivation, and communication.

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III.DEFINITION

Direction is telling people what to do and seeing that they do it to the best of their
ability .It includes making assignments, explaining procedures seeing that mistakes are
corrected,providing on- the- job instructions and ,of course issuing orders

-Dale

Direction is the guidance inspiration,the leadership of these men and women that
constitute the real core of the responsibilities of the management

-Urwick &Brech 1947

Directing is a complex function that includes all those activities which are designed to
encourage subordinate to work effectively and efficiently in both the short and long-run.

-Koontz and O Donnel

IV. IMPORTANCE
1. Initiates Action

Each and every action in an organization is initiated only through directing. The
managers direct the subordinates about what to do, how to do when to do and also see to it
that their instructions are properly followed.

2. Integrates Efforts

Directing integrates the efforts of all the employees and departments through
persuasive leadership and effective communication towards the accomplishment of
organizational goals.

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3. Motivates Employees

A manager identifies the potential and abilities of its subordinates and helps them to
give their best. He also motivates them by offering them financial and non-financial
incentives to improve their performance.

4. Provides Stability

Stability is significant in the growth of any organization. Effective directing develops

co-operation and commitment among the employees and creates a balance among various
departments and groups.

5. Coping up with the Changes

Employees have a tendency to resist any kind of change in the organization. But,
adapting the environmental changes is necessary for the growth of the organization. A
manager through motivation, proper communication and leadership can make the
employees understand the nature and contents of change and also the positive aftermaths of
the change. This will help in a smooth adaptation of the changes without any friction
between the management and employees.

6. Effective Utilization of Resources

It involves defining the duties and responsibilities of every subordinate clearly

thereby avoiding wastages, duplication of efforts, etc. and utilizing the resources of men,
machine, materials, and money in the maximum possible way. It helps in reducing costs and
increasing profits.

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V. FEATURES OF DIRECTION

The nature of the direction function has been discussed in the following features;
1. Directing Initiates Action:
Other functions prepare a base or setting of action, i. e., how action has to be
carried on the directing initiate or start action.By giving directions or instructions the
managers get the work started in the organisation.

2. Continuing Function:
Directing is a continuous process. A manager cannot just rest after issuing orders
and instructions. He has to continuously guide, supervise and motivate his subordinates.
He must continuously take steps to make sure that orders and instructions are carried out
properly.

3. Directing takes place at every level:

Directing is a pervasive function as it is performed by managers at all levels and in
all locations. Every manager has to supervise, guide, motivate and communicate with his
subordinate to get things done. However, the time spent in directing is comparatively
more at operational level of management. Directing takes place wherever superior
subordinate relation exists.

4. Directing flows From Top to Bottom:

Directions are given by managers to their subordinates. Every manager can direct
his immediate subordinate and take directions from immediate boss. Directing starts from
top level and flows to lower level.

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5. Performance Oriented:

Directing is a performance oriented function. The main motive of directing is

bringing efficiency in performance. Directing converts plans into performance.
Performance is the essence of directing. Directing functions direct the performance of
individuals towards achievement of organisational goal.

6. Human Element:
Directing function involves study and molding of human behaviour. It improves
interpersonal and intergroup relationship. It motivates employees to work with their best
ability.

VI.PRINCIPLES OF DIRECTION

1. Principle of Harmony of objectives-A manager must try to reconcile the personal goals
of the subordinates with those of the organization. Sometimes there is a conflict between
the organizational objectives and individual objectives. For example, the organization wants
profits to increase and to retain its major share, whereas, the employees may perceive that
they should get a major share as a bonus as they have worked really hard for it.Here,
directing has an important role to play in establishing harmony and coordination between
the objectives of both the parties.

2. Principle of maximum individual contribution-People will volunteer themselves for the

accomplishment of goals if they are properly induced and motivated .Direction should be
such which inspires people. One of the main principles of directing is the contribution of
individuals. Management should adopt such directing policies that motivate the employees to
contribute their maximum potential for the attainment of organizational goals.

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3. Principle of unity of command-It states that subordinates should get orders and
instructions from and report to one boss only to prevent indiscipline and conflicts in the
organization.This principle states that a subordinate should receive instructions from only
one superior at a time. If he receives instructions from more than one superiors at the same
time, it will create confusion, conflict, and disorder in the organization and also he will not
be able to prioritize his work.

4. Principle appropriateness of direction technique-Technique should suitable to

superiors,subordinates and situation. Among the principles of directing, this one states that
appropriate direction techniques should be used to supervise, lead, communicate and
motivate the employees based on their needs, capabilities, attitudes and other situational
variables.

5. Principle of managerial communication-Effective communication is an instrument of

effective direction.Two way communication gives the subordinates a chance to express
their feelings. According to this principle, it should be seen that the instructions are clearly
conveyed to the employees and it should be ensured that they have understood the same
meaning as was intended to be communicated.

6. Principle of comprehension- It is very important for the supervisor to convey the

directions that should be clear and comprehensive for the subordinates to understand
.Managers should ensure that subordinates correctly understands what they are to do and
how and when they are to do.

7. Principle of effective leadership- As a leader,the boss should guide and counsel the
workers not only on the work problems but also the personal problems.Managers should
possess a good leadership quality to influence the subordinates and make them work
according to their wish. It is one of the important principles of directing.

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8. Principle of follow through-Directing is a continuous process .Therefore after issuing
orders and instructions ,managers should find out whether subordinates are working
properly and what problems they are facing. As per this principle, managers are required to
monitor the extent to which the policies, procedures, and instructions are followed by the
subordinates. If there is any problem in implementation, then the suitable modifications can
be made.

VII.ELEMENTS OF DIRECTION

Directing is one of the most important functions of management. Without the

direction provided to the employees, the workforce would be clueless about which path to
follow. Therefore the direction involves such methods which include communicating and
providing leadership to the subordinates and motivating them to contribute to the best of their
capability for the achievement of organizational objectives.

There are mainly six elements of effective directing:

Order giving

Discipline Supervision

Elements of
directing

Communicat
ion Leadership
Motivation

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1] Issuing Orders and Instructions to Subordinates

The first and foremost element of direction is to issue orders and instructions which
are considered an essential step in the process of directing subordinates. An order is a
fundamental tool for getting things done. Therefore, the orders and instructions reflect
managerial decisions and initiate action on the part of subordinates. Orders may be general
or specific, formal or informal, written or oral.

Thus an order should serve the following characteristics:

a) The order should be clear and complete.

b) It should be reasonable and attainable.

c) The order must be in tune with the various other objectives of the organization and
also for the interests of the subordinates.

d) All order should follow the chain of command.

e) Face-to-face suggestions are preferable to long distance orders.

2] Supervision in an overall manner

It refers to monitor the progress of routine work of one’s subordinates and guiding
them properly. Supervision is an important element of the directing function of
management. Supervision has an important feature which includes face-to-face interaction
between the supervisor and his subordinates.It involves direct personal contact with
subordinates. Supervision converts plans into action. Thus supervision is considered as an
essential step in the process of directing.
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3] Motivating Subordinates

The term motivation can be referred to as that process which excites people to work
for the attainment of the desired objective. Among the various factors of production, it is
only the human factor which is dynamic and provides mobility to other physical
resources.Thus, in an overall sense, it becomes essential so as to motivate the human
resources so as to keep the employees dynamic, aware and eager to perform their duty. Both
the monetary and non-monetary incentives are given to the employees for motivation. Thus
through motivation, the employees will perform better. Hence, it will help to achieve the
organizational goals and objectives.

4] Providing Leadership

The term Leadership defines as to influence others in such a manner as to guide them
to do what the leader wants them to do. Leadership plays an important role in directing.
Only through this leadership skill, a manager can develop trust and zeal among his
subordinates. Therefore it leads to guide and provide overall counselling to subordinates in
the best way for achieving their objectives and also for the organization.

5] Communicating with Subordinates

It refers to an act of transferring facts, ideas, feeling, etc. from one person to another
and making him understand them. A manager has to continuously t guides and also at the
same time, monitors his subordinates about what to do, how to do, and when to do various
things.Also, it is very essential to know their reactions. To do all this it becomes essential to
develop effective telecommunication facilities. Therefore, the essential feature is to
communicate with itself can be called by developing mutual understanding inculcates a
sense of cooperation which builds an environment of coordination in the organization.

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 6] Maintaining discipline and Rewarding Effective People

By maintaining an atmosphere of discipline and trust in the organization, the

manager can easily give directions. So that the work done by his employees is in most
efficient and effective manner.In return, the employees will get a reward in the form of
bonus, incentives and other perks so as to get themselves associated with the organization
on a long-term basis. Therefore, this element of direction also plays a very important role in
achieving overall objectives of an organization.

VIII.APPLICATION OF DIRECTING IN NURSING SERVICE AND

EDUCATION

Role as a Director of nursing services

1. Conduct and administer fiscal operations, including accounting, planning budgets,

authorizing expenditures, establishing rates for services, and coordinating financial
reporting.
2. Consult with medical, business, and community groups to discuss service problems,
respond to community needs, enhance public relations, coordinate activities and plans,
and promote health programs.
3. Develop and implement organizational policies and procedures for the facility or medical
unit.
4. Direct or conduct recruitment, hiring and training of personnel.Direct, supervise and
evaluate work activities of medical, nursing, technical, clerical, service, maintenance, and
other personnel.Direct, supervise and evaluate work activities of medical, nursing,
technical, clerical, service, maintenance, and other personnel
5. Establish work schedules and assignments for staff, according to workload, space and
equipment availability.

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6. Maintain awareness of advances in medicine, computerized diagnostic and treatment
equipment, data processing technology, government regulations, health insurance
changes, and financing options.
7. Maintain communication between governing boards, medical staff, and department heads
by attending board meetings and coordinating interdepartmental functioning.Plan,
implement and administer programs and services in a health care or medical facility,
including personnel administration, training, and coordination of medical, nursing and
physical plant staff.
8. Review and analyze facility activities and data to aid planning and cash and risk
management and to improve service utilization.
9. Establish objectives and evaluative or operational criteria for units they manage.Monitor
the use of diagnostic services, inpatient beds, facilities, and staff to ensure effective use
of resources and assess the need for additional staff, equipment, and services.
10. Prepare activity reports to inform management of the status and implementation plans of
programs, services, and quality initiatives.
11. Manage change in integrated health care delivery systems, such as work restructuring,
technological innovations, and shifts in the focus of care.
12. Inspect facilities and recommend building or equipment modifications to ensure
emergency readiness and compliance to access, safety, and sanitation regulations.
13. Develop and maintain computerized record management systems to store and process
data such as personnel activities and information, and to produce reports.
14. Develop instructional materials and conduct in-service and community-based educational
programs.
15. Develop or expand and implement medical programs or health services that promote
research, rehabilitation, and community health.
Role as a nursing education director

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 This is advanced professional nursing work in planning and coordinating nursing
inservice education and training programs or planning and coordinating a student nurse
affiliation program. .
I. SUPERVISORY/MANAGERIAL FUNCTIONS:
A. Planning - Employees establish goals and objectives for the area of assignment,
and plan and prepare curricula logistics and schedules. They assess training needs
of the facility or student nurses and provide a plan for training and clinical
experiences in order of priority; these are negotiated with each school of nursing
or nursing management. Employees are responsible for the most effective
utilization of staff and available resources.
B. Organizing and Directing - Employees implement changes within the nursing
inservice education and training programs or student nurse affiliation program to
accommodate changes in curricula, to enhance learning needs and assure quality
care for patients. Employees supervise the daily classroom and clinical
responsibilities and assignments in the assigned program.
C. Budgeting - Employees identify and prioritize resources, equipment, space, travel
and staffing needs; these needs are presented to the respective supervisor who has
responsibility for evaluating and justifying budget needs and operating within the
budget.
D. Training - Employees in this class assess training needs of the facility or student
nurses, plan and teach courses, negotiate the programs with the respective schools
or supervisor, and stay abreast of changes impacting on the program. An employee
orients new training staff and school instructors and provides for continuing
education opportunities.
E. Setting Work Standards - Employees are responsible for establishing and
managing work standards for their respective program areas
F. Reviewing Work - Work is reviewed technically to ensure quality of training in
relation to curricula content and design, methodology of presentation, and to the
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 objectives and goals. Work is reviewed for progress on individual plans of work,
through presentation of material and training evaluations, and discussions with
staff management and affiliating school personnel.
G. Counseling and Disciplining - Employees may issue an oral warning, but primarily
resolve minor discipline and performance problems.
H. Performing Other Personnel Functions - Employees participate with the
interviewing and selection of staff, work planning, performance evaluations and
merit increments.
II. SCOPE AND NATURE OF WORK SUPERVISED:
A. Dynamics of Work Supervised - The work is relatively stable with periodic changes
in licensing and certification requirements; nursing practice act changes; state, ICF
and JCAH standards, requirements and changes; advances in technology, or
professional nursing program and/or changes in organizational structure. Work
requires the coordination of other disciplines involved with providing nursing and/or
other clinical programs and experiences.
B. Variety of Work Supervised - Employees are responsible for the development and
management of nursing inservice education and training programs or a student nurse
affiliation program.Number of Employees Responsible For - Employees supervise
five or less professional and/or paraprofessional staff in the process of providing a
nursing education or student nurse affiliationprogram.

MOTIVATION

I.INTRODUCTION
One of the most important functions of management is to create
willingness amongst the employees to perform in the best of their abilities. Therefore
the role of a leader is to arouse interest or motivate employees in their jobs.

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Motivation is the core of management. Motive is energiser of action, motivating is
the channelization and activation of motives, motivation is the work behaviour itself.
Motivation depends on motives and motivating and it is a complex process.

II.MEANING OF MOTIVATION:
Motivation is the word derived from the word ’motive’ which means needs,
desires, wants or drives within the individuals. Technically, the term motivation can be
traced to the Latin word “movere”, which means 'to move'. It is the process of
stimulating people to actions to accomplish the goals.
III.DEFINITION OF MOTIVATION:
"Motivation is the complex force starting and keeping a person at
work in an organisation. Motivation is something that moves the person to action, and
continues him in the course of action already initiates."
- Dubin.
Motivation “to produce is a function of the character of the evoked set of
alternatives, the perceived consequences of evoked alternatives are evaluated”
– March & Simon
Motivation may be defined “as encompassing all those individual factors that
cause or impel an individual to do something”
– Ellis & Hartley (2004)
Motivation refers to the way in which urges, drives, desires, aspirations, strivings
or needs direct, control or explain the behaviour of human beings.
–Palton.E. Mcfarland
IV.NATURE OF MOTIVATION:
1. Motivation is a personal and internal feeling: motivation is a psychological
phenomenon which generates with in an individual. Motives are the energetic force
that drives him to action.

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 2. Motivation produces goal directed behaviour: motivation is a behavioural
concept that directs human behaviour towards certain goals.
3. Motivation is either positive or negative: positive motives includes promotion,
salary increment etc and negative motives include punishments, demotions,
reprimands etc.
4. Motivation is a continuous process: as the human needs are unlimited. Therefore
motivation is an ongoing process.
5. Motivation is complex: motivation is complex as individual differ in their
motivation. The needs and motives are varied and they change from time to time.
6. Motivation is system oriented: as it is the result of interplay of factors such as
influences operates within an individual and organization.
7. Motivation is different from job satisfaction: motivation is a drive to satisfy a
want. Motivation is a process while satisfaction is an outcome. Satisfaction refers
to the contentment experienced after the satisfaction of a want.
8. Motivation as a process: The process of motivation consists of three stages
includes a felt need or drive, a stimulus in which needs have to be aroused and
when needs are satisfied, the satisfaction or accomplishment of goal.
Therefore, we can say that motivation is a psychological phenomenon which means
needs and wants of the individuals have to be tackled by framing an incentive plan.In the
work goal context the psychological factors stimulating the people’s behaviour can be -
desire for money, success, recognition, job-satisfaction, team work, etc
V.IMPORTANCE OF MOTIVATION
Motivation is a very important for an organization because of the following benefits it
provides:-
1) Puts human resources into action
Every concern requires physical, financial and human resources to accomplish the goals.
It is through motivation that the human resources can be utilized by making full use of it.

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This can be done by building willingness in employees to work. This will help the
enterprise in securing best possible utilization of resources.
2) Improves level of efficiency of employees
The level of a subordinate or a employee does not only depend upon his qualifications
and abilities. For getting best of his work performance, the gap between ability and
willingness has to be filled which helps in improving the level of performance of
subordinates. This will result into-
a. Increase in productivity,
b. Reducing cost of operations, and
c. Improving overall efficiency.
3) Leads to achievement of organizational goals
The goals of an enterprise can be achieved only when the following factors take place:

a. There is best possible utilization of resources

b. There is a co operative work environment
c. The employees are goal directed and they act in a purposive manner.
d. Goals can be achieved if co-ordination and co-operation takes place

simultaneously which can be effectively done through motivation.

4) Builds friendly relationship
Motivation is an important factor which brings employees satisfaction. This can be
done by keeping into mind and framing an incentive plan for the benefit of the
employees. In order to build a cordial, friendly atmosphere in a concern, the above steps
should be taken by a manager. This would help in:

a. Effective co-operation which brings stability,

b. Industrial dispute and unrest in employees will reduce,
c. The employees will be adaptable to the changes and there will be no
resistance to the change,
d. This will help in providing a smooth and sound concern in which
individual interests will coincide with the organizational interests,
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 e. This will result in profit maximization through increased productivity .

5) Leads to stability of work force

a. Stability of workforce is very important from the point of view of
reputation and goodwill of a concern. The employees can remain loyal to
the enterprise only when they have a feeling of participation in the
management.
b. The skills and efficiency of employees will always be of advantage to
employees as well as employees. This will lead to a good public image in
the market which will attract competent and qualified people into a
concern.
c. Needs, wants and desires are inter-related and they are the driving force to
act. These needs can be understood by the manager and he/she can frame
motivation plans accordingly. Motivation therefore is a continuous process
since motivation process is based on needs which are unlimited.
The process has to be continued throughout. We can summarize by saying that
motivation is important both to an individual and a business.
VI.TYPES OF MOTIVATION
1) Intrinsic motivation: refers to motivation that comes from within the person,
driving him or her to be productive. It is related to a person’s level of inspiration.
The motivation comes from the pleasure one gets from the task itself or from the
sense of satisfaction in completing or even working on the task rather than from
external rewards. However, intrinsic motivation does not mean that a person will
not seek rewards. It just means that external rewards are not enough to keep a
person motivated.

2) Extrinsic motivation: it refers to motivation that comes from outside an

individual, i.e. enhanced by the work environment or external rewards such as
money or grades. The rewards provide a satisfaction and pleasure that the task
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 itself may not provide. An extrinsically motivated person will work on a task even
when they have little interest in it because of the anticipated satisfaction they will
get from the reward. e.g.- reward for a student would obtain good grade on an
assignment or in the class.

TYPES OF MOTIVATION
1) Achievement motivation
It is the drive to peruse and attain goals. An individual with achievement
motivation wishes to achieve objectives and advance up the ladder of success.
Hence, accomplishment is important for his/her own sake and not for the rewards
that accompany it.

2) Affiliation motivation
It is a drive to relate to people on a social basis. Individuals with affiliation
motivation perform work better when they are complimented for their favourable
attitude and co-operation.

3) Competence motivation
It is the drive to be good at something, allowing the individual to perform
high quality work. Competence/skill motivated individuals seek job mastery, take
pride in developing and in using their problem solving skills and strive to be
creative when confronted with obstacles. They learn from their experiences.

4) Power motivation
It is the drive to influence people and change situations. Power motivated
people wish to create an impact on their organisation and are willing to take risks.

5) Attitude motivation
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 Attitude motivation is how people think and feel. It is their self-confidence,
their belief in themselves and their attitude to life. It is how they feel about the
future and how they react to the past.

6) Incentive motivation
It is where the people are motivated through external rewards. Here, a person
or team reaps a reward from an activity. It is the type of rewards that drive people to
work harder.

7) Fear motivation
Fear motivation coercions a person to act against will. It is instantaneous and
gets the job done more quickly. Fear motivation is helpful in the short run.

VII.MOTIVATIONAL THEORIES:
1. Maslow’s-Hierarchy of Needs Theory:
This theory was proposed by Abraham Maslow and is based on the
assumption that people are motivated by a series of five universal needs. These needs are
ranked, according to the order in which they influence human behaviour, in hierarchical
fashion

Physiological needs are deemed to be the lowest- level needs. These needs include the
needs such as food & water. So long as physiological needs are unsatisfied, they exist as
a driving or motivating forcein a person's life. A hungry person has a felt need. This felt
need sets up both psychological and physical tensions that manifest themselves in overt
behaviours directed at reducing those tensions (getting something to eat). Once the
hunger is sated, the tension is reduced, and the need for food ceases to motivate. At this
point (assuming that other physiological requirements are also satisfied) the next higher
order need becomes the motivating need.

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safety needs -- the needs for shelter and security -- become the motivators of human
behaviour. Safety needs include a desire for security, stability, dependency, protection,
freedom from fear and anxiety, and a need for structure, order, and law. In the workplace
this needs translates into a need for at least a minimal degree of employment security; the
knowledge that we cannot be fired on a whim and that appropriate levels of effort and
productivity will ensure continued employment.

Social needs include the need for belongingness and love. Generally, as gregarious
creatures, human have a need to belong. In the workplace, this need may be satisfied by
an ability to interact with one's co-workers and perhaps to be able to work collaboratively
with these colleagues.

After social needs have been satisfied, ego and esteem needs become the motivating
needs. Esteem needs include the desire for self-respect, self-esteem, and the esteem of
others. When focused externally, these needs also include the desire for reputation,
prestige, status, fame, glory, dominance, recognition, attention, importance, and
appreciation.

The highest need in Maslow's hierarchy is that of self-actualization; the need for self-
realization, continuous self-development, and the process of becoming all that a person is
capable of becoming.

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 2. Alderfer's Hierarchy of Motivational Needs :

Clayton Alderfer reworked Maslow's Need Hierarchy to align it more closely

with empirical research. Alderfer's theory is called the ERG theory -- Existence,
Relatedness, and Growth.

a) Existence refers to our concern with basic material existence requirements; what
Maslow called physiological and safety needs.

b) Relatedness refers to the desire we have for maintaining interpersonal

relationships; similar to Maslow's social/love need, and the external component of his
esteem need.

c) Growth refers to an intrinsic desire for personal development; the intrinsic

component of Maslow's esteem need, and self-actualization
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 Alderfer's ERG theory differs from Maslow's Need Hierarchy insofar as
ERG theory demonstrates that more than one need may be operative at the same time.
ERG theory does not assume a rigid hierarchy where a lower need must be substantially
satisfied before one can move on.Alderfer also deals with frustration-regression. That is,
if a higher-order need is frustrated, an individual then seeks to increase the satisfaction of
a lower-order need.

According to Maslow an individual would stay at a certain need level until

that need was satisfied. ERG theory counters by noting that when a higher- order need
level is frustrated the individual’s desire to increase a lower- level need takes place.
Inability to satisfy a need for social interaction, for instance, might increase the desire for
more money or better working conditions. So frustration can lead to a regression to a
lower need.

In summary, ERG theory argues, like Maslow, that satisfied lower- order
needs lead to the desire to satisfy higher-order needs; but multiple needs can be operating
as motivators at the same time, and frustration in attempting to satisfy a higher- level
need can result in regression to a lower- level need.

3. Two-factor Theory:

Herzberg's Two Factor Theory, also known as the Motivation-Hygiene

Theory, was derived from a study designed to test the concept that people have two sets
of needs:

1. their needs as animals to avoid pain

2. their needs as humans to grow psychologically

Herzberg's study consisted of a series of interviews that sought to elicit
responses to the questions:

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(1) Recall a time when you felt exceptionally good about your job. Why did you feel that
way about the job? Did this feeling affect your job performance in any way? Did this
feeling have an impact on your personal relationships or your well- being?

(2) Recall a time on the job that resulted in negative feelings? Describe the sequence of
events that resulted in these negative feelings.

1)SATISFACTION (MOTIVATION): Five factors stood out as strong determiners of job

satisfaction includes achievement, recognition, work itself, responsibility and
advancement

2)DISSATISFACTION (HYGIENE): The determinants of job dissatisfaction were found

to be company policy,administrative policies,supervision,salary, inter-personal relations
and working conditions

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 4. Vroom’s Expectancy Theory
In recent years, probably the most popular motivational theory has been the
Expectancy Theory (also known as the Valence-Instrumentality- Expectancy Theory).
Although there are a number of theories found with this general title, they all have their
roots in Victor Vroom's 1964 work on motivation.

Key elements:

Vroom's theory assumes that behaviour results from conscious choices among
alternatives whose purpose it is to maximize pleasure and minimize pain. The key
elements to this theory are referred to as Expectancy (E), Instrumentality (I), and Valence
(V). Critical to the understanding of the theory is the understanding that each of these
factors represents a belief.

1. Expectancy: "What's the probability that, if I work very hard, I'll be able to do a good
job?"

Expectancy refers to the strength of a person's belief about whether or not a

particular job performance is attainable. Assuming all other things are equal, an employee
will be motivated to try a task, if he or she believes that it can be done.

A number of factors can contribute to an employee's expectancy perceptions:

a. The level of confidence in the skills required for the task

b. The amount of support that may be expected from superiors and
subordinates
c. The quality of the materials and equipment
d. The availability of pertinent information

2. Instrumentality: "What's the probability that, if I do a good job, that there will be
some kind of outcome in it for me?"

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 If an employee believes that a high level of performance will be instrumental for
the acquisition of outcomes which may be gratifying, then the employee will place a high
value on performing well. Vroom defines Instrumentality as a probability belief linking
one outcome (a high level of performance, for example) to another outcome (a reward).

3. Valence: "Is the outcome I get of any value to me?"

The term Valence refers to the emotional orientations people hold with respect to
outcomes (rewards).Valences refer to the level of satisfaction people expect to get from
the outcome (as opposed to the actual satisfaction they get once they have attained the
reward).
Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and
Valence interact psychologically to create a motivational force such that the employee
acts in ways that bring pleasure and avoid pain.

MF= Expectancy x Instrumentality x Valance

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 5. Mcclelland’s theory of needs:

According to David McClelland, regardless of culture or gender, people are driven

by three motives:

• Achievement,

• Affiliation, and

• Influence.

Since McClelland's first experiments, over 1,000 studies relevant to achievement

motivation have been conducted. These studies strongly support the theory.

a. Achievement : The need for achievement is characterized by the wish to take

responsibility for finding solutions to problems, master complex tasks, set
goals, get feedback on level of success.

b. Affiliation : The need for affiliation is characterized by a desire to belong, an

enjoyment of teamwork, a concern about interpersonal relationships, and a need to
reduce uncertainty.

c. Power :The need for power is characterized by a drive to control and influence
others, a need to win arguments, a need to persuade and prevail .

According to McClelland, the presence of these motives or drives in an

individual indicates a predisposition to behave in certain ways. Therefore, from a
manager's perspective, recognizing which need is dominant in any particular individual
affects the way in which that person can be motivated.

6. Theory of “X” and Theory of “Y”:

Douglas McGregor observed two diametrically opposing viewpoints of

managers about their employees, one is negative called “Theory of X” and one is positive
called “Theory of Y”

a) Theory of X :

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Following are the assumptions of managers who believe in the “Theory of X” in regard to
their employees.

a. Employees dislike work; if possible avoid the same

b. Employees must be coerced, controlled or threatened to do the work
c. Employees avoid responsibilities and seek formal direction
d. Most employees consider security of job, most important of all other factors in the
job and have very little ambition
b) Theory of Y:

Following are the assumptions of managers who believe in the “Theory of Y” in

regard to their employees.

a. Employees love work as play or rest

b. Employees are self directed and self controlled and committed to
the organizational objectives
c. Employees accept and seek responsibilities
d. Innovative spirit is not confined to managers alone, some
employees also possess it.

Theory of X assumes Maslow’s lower level needs dominate in employees. Whereas

Theory of Y, assumes Maslow’s higher level needs dominate in employees.

7. Goal Setting Theory :

Edwin Locke proposed that setting specific goals will improve motivation. Salient
features of this theory are the following:

a. Specific goal fixes the needs of resources and efforts

b. It increases performance
c. Difficult goals result higher performance than easy job
d. Better feedback of results leads to better to better performance than lack of feedback.
e. Participation of employees in goal has mixed result

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f. Participation of setting goal, however, increases acceptance of goal and involvements.
g. Goal setting theory has identified two factors which influences the performance.
These are given below;

Goal commitment: Goal setting theory presupposes that the individual is committed to
the goal. This commitment depends on the following: Goals are made
public,iIndividual has an internal locus of control and goals are self-set

Self –Efficiency: Self Efficiency is the belief or self confidence, that he/she is
capable of performing task. Persons with high self-efficiency put up extra-efforts
when they face challenges. In the case of low self-efficiency level they will lessen
or even abandon when meeting challenges.

8. Reinforcement Theory:

This theory focus its attention as to what controls behaviour. In contrast to

goal setting theory, which is cognitive approach focus attention on what initiates
behaviour. Behaviour, as per cognitive approach is initiated by internal events.
Reinforcement theory argues that behaviour is reinforced and controlled by external
events. The classical conditioning proposed by Pavlov which we have already studied in
our earlier lessons explains this in a better way.

9. Equity theory:

This theory of motivation centres around the principle of balance or equity.

According to this theory level of motivation in an individual is related to his or her
perception of equity and farness practiced by management. Greater the fairness perceived
higher the motivation and vice versa. In this assessment of fairness, employee makes
comparison of input in the job ( in terms of contribution) with that of outcome (in terms
of compensation) and compares the same with that of another colleague of equivalent
cadre.

VIII.ESSENTIALS / FEATURES OF A GOOD MOTIVATION SYSTEM

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 Motivation is a state of mind. High motivation leads to high morale and
greater production. A motivated employee gives his best to the organization. The
employee stays loyal and committed to the organization. A sound motivation system in
an organization should have the following features:
a. Superior performance should be reasonably rewarded and should be duly
acknowledged.
b. If the performance is not consistently up to the mark, then the system must make
provisions for penalties.
c. The employees must be dealt in a fair and just manner. The grievances and
obstacles faced by them must be dealt instantly and fairly.
d. Carrot and stick approach should be implemented to motivate both efficient and
inefficient employees. The employees should treat negative consequences (such as
fear of punishment) as stick, an outside push and move away from it. They should
take positive consequences (such as reward) as carrot, an inner pull and move
towards it.
e. Performance appraisal system should be very effective
f. Ensure flexibility in working arrangements.
g. A sound motivation system must be correlated to organizational goals. Thus, the
individual/employee goals must be harmonized with the organizational goals.
h. The motivational system must be modified to the situation and to the organization.
i. A sound motivation system requires modifying the nature of individual’s jobs. The
jobs should be redesigned or restructured according to the requirement of
situation. Any of the alternatives to job specialization - job rotation, job
enlargement, job enrichment, etc. could be used.
j. The management approach should be participative. All the subordinates and
employees should be involved in decision- making process.
k. The motivation system should involve monetary as well as non- monetary
rewards. The monetary rewards should be correlated to performance. Performance
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 should be based on the employees’ action towards the goals, and not on the fame
of employees.
l. “Motivate yourself to motivate your employees” should be the managerial
approach.
m. The managers must understand and identify the motivators for each employee.
n. Sound motivation system should encourage supportive supervision whereby the
supervisors share their views and experiences with their subordinates, listen to the
subordinates views, and assist the subordinates in performing the designated job.

IX.CREATING A MOTIVATING WORK CLIMATE:-

The employees can be more productive if work place of an organization is

comfortable and pleasant. The nurse administrator can play more important role to create
an optimal motivational climate in the work place that can encourage staff to put in their
best by observing the following tips;

a) Motivate ourself before motivate subordinates

Explore ourself and consider what motivate the subordinates. Understand their
feelings and support them so that they will be motivated to do the work.

b) Keep organizational goals with individual goals

Nurse manager and supervisors should know what they want from their
subordinates. Those should be based on goals for the organization. In order to motivate
them, keep their goals with organizational goals.

c) Know the motivators of our subordinates

Each staff is motivated by different things. Find out what it is that really motivates
each of the subordinates by asking them, listening to them and observing them.

d) Recognize that supporting employee motivation is a process, not a task

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 Sustain an environment where each staff can strongly motivate themselves as
supporting motivation is an ongoing process.

e) Appreciation

Show verbal praise immediately after any staff completes his/her work /project
successfully. It should be specific and honest.

f) Transparency

Create an atmosphere of transparency. All the staff should be treated equally and
informed about the decision in order to avoid any ill feeling among the staff

g) Rewards

Encourage an atmosphere of healthy competition among the staff.So that they

should be motivated to put their best in the department.

h) Management loyalty

Be loyal to our staff, and then only they will be loyal to you. Try and understand
when they make an honest mistake.

i) Management concern

Treat your staff as individual and help them to their personal problems. It will help
to create a healthy and safe environment.

j) Good infrastructure

Try to provide good work environment where the staff can work, relax and also
have fun that really enhance the quality of work and nurses satisfaction. Provide them a
little privacy, canteen etc.

k) Have one-on-one meeting with each staff

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 Staffs are motivated more if you show concern towards them and give attention.
Get to know their families, their hobbies etc. have individual meeting with them.

l) Delegation

Delegate appropriate responsibilities and authority to subordinates so that they can

carry out certain task. It allows them to take stronger role in their jobs, which usually
means more fulfillment and motivation in their work as well.

m) Participative

Encourage each staff to participate in all activities that can give them a sense of
affiliation, acceptance and recognition.

n) Warmth, support the staff

Respect individual potential of each staff. Correctly guide them, if doing

something wrong in a positive and appropriate way. There should not be any panic or fear
in them.

0) Provide feedback

Convey the staff about outcome of their activities and contribution towards
organization and improvement in the nursing services. Acknowledge their work and
efforts and celebrate the success. It will help them to motivate to work at their best.

X. ROLE S AND FUNCTIONS OF MANAGERS IN MOTIVATION

Employees are the building blocks of an organization. Organizational

success depends on the collective efforts of the employees. The employees will
collectively contribute to organizational growth when they are motivated. Below
mentioned are some tips for motivating the staff / employees in an organization:
1. Evaluate yourself-

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 In order to motivate, encourage and control your staff’s behaviour, it is
essential to understand, encourage and control your own behaviour as a manager. Work
upon utilizing your strengths and opportunities to neutralize and lower the negative
impact of your weaknesses and organizational threats. The manager should adopt the
approach “You’re OK - I’m OK”.
2. Be familiar with your staff-
The manager should be well acquainted with his staff. The more and the
better he knows his staff, the simpler it is to get them involved in the job as well as in
achieving the team and organizational goals. This will also invite staff’s commitment and
loyalty. A cordial superior-subordinate relationship is a key factor in job-satisfaction.
3. Provide the employees certain benefits-
Give your staff some financial and other benefits. Give them bonuses, pay
them for overtime, and give them health and family insurance benefits. Make sure they
get breaks from work. Let them enjoy vacations and holidays.
4. Participate in new employee’s induction programme-
Induction proceeds with recruitment advertising. At this point of time, the
potential entrants start creating their own impressions and desires about the job and the
organization. The manner in which the selection is conducted and the consequent
recruitment process will either build or damage the impression about the job and
organization. Thus, the manager must have a say in framing the advertisement and also in
the selection and recruitment process. After the decision about the candidate is made, the
manager must take personal interest in the selected joinee’s joining date, the family
relocation issues, cost of removal, etc. Being observed by the new recruit and your entire
team / staff to be involved completely, will ensure a persuasive entry in the organization.
5. Provide feedback to the staff constantly-
The staff members are keen to know how they are performing. Try giving a
regular and constructive feedback to your staff. This will be more acceptable by the staff.
Do not base the feedback on assumptions, but on facts and personal observations. Do not
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indulge in favouritism or comparing the employee with someone else. Sit with your staff
on daily or weekly basis and make sure that feedback happens. This will help in boosting
employee’s morale and will thus motivate the staff.
6. Acknowledge your staff on their achievements-
A pat on the back, some words of praise, and giving a note of credit to the
employee / staff member at personal level with some form of broad publicity can
motivate the staff a lot. Make it a point to mention the staff’s outstanding achievements in
official newsletters or organization’s journal. Not only acknowledge the employee with
highest contribution, but also acknowledge the employee who meets and over exceeds the
targets.

7. Ensure effective time management-

Having control over time ensures that things are done in right manner.
Motivate your staff to have “closed” times, i.e., few hours when there are no interruptions
for the staff in performing their job role so that they can concentrate on the job, and
“open” times when the staff freely communicate and interact. Plan one to one sessions of
interaction with your staff where they can ask their queries and also can get your
attention and, thereby, they will not feel neglected. This all will work in long run to
motivate the staff.
8. Have stress management techniques in your organization-
Create an environment in which you and your staff can work within
optimum pressure levels. Ensure an optimistic attitude towards stress in the workplace.
Have training sessions on stress management, and ensure a follow-up with group
meetings on the manner stress can be lowered at work. Give your staff autonomy in
work. Identify the stresssymptoms in employees and try to deal with them.

9. Use counselling technique-

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 The employees’ / staff feelings towards the work, their peer, their superiors
and towards the future can be effectively dealt through the staff counselling. Counselling
provides an environment, incentive and support which enable the employee to achieve his
identity.
10. Give the employees learning opportunities-
Employees should consistently learn new skills on the job. It has been well
said by someone that with people hopping jobs more often than required and
organizations no longer giving job security to employees, the young blood employees
specifically realize that continuing learning is the best way to remain employable.
Opportunities should be given to the employees to develop their skills and competencies
and to make best use of their skills. Link the staff goals with the organizational goals.
11. Set an example for your staff / subordinates-
Be a role model for your staff. The staff would learn from what you do and
not from what you say / claim. The way you interact with your clients / customers and
how do you react later after the interaction is over have an impact upon the staff. The
staff more closely observes your non-verbal communication (gestures, body language).
Being unpunctual, wasting the organization’s capital, mismanaging organization’s
physical equipments, asking the staff to do your personal work, etc. all have a negative
impact on the staff. Try setting an example for your staff to follow.
12. Smile often-
Smiling can have a tremendous effect on boosting the morale of the staff. A
smiling superior creates an optimistic and motivating work environment. Smiling is an
essential component of the body language of confidence, acceptance and boldness. Smile
consistently, naturally and often, to demonstrate that you feel good and positive about the
staff who works for you. It encourages new ideas and feedback from the staff. The staff
does not feel hesitant and threatened to discuss their views this way.

13. Listen effectively-

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 Listening attentively is a form of recognizing and appreciating the person
who is talking. Reciprocal / Mutual listening develops cordial and healthy personal
relationships on which the employee / staff development rests. If the managers do not
listen attentively to the subordinates, the morale of the subordinates lowers down and
they do not feel like sharing their ideas or giving their views. Effective listening by the
manager boosts up the employees’ morale and thus motivates them.
14. Ensure effective communication-
In order to motivate your staff, indulge in effective communication such as
avoid using anger expressions, utilize questioning techniques to know staff’s mindset and
analysis rather than ordering the staff what to do, base your judgements on facts and not
on assumptions, use relaxed and steady tone of voice, listen effectively and be positive
and helpful in your responses. Share your views with the staff.

15. Develop and encourage creativity-

The staff should be encouraged to develop the creativity skills so as to
solve organizational problems. Give them time and resources for developing creativity.
Let them hold constant brainstorming sessions. Invite ideas and suggestions from the
staff. They may turn out to be very productive.
16. Don’t be rigid. Be flexible-
Introduce flexibility in work. Allow for flexible working hours if possible.
Let the employees work at home occasionally if need arises. Do not be rigid in accepting
ideas from your staff. Stimulate flexible attitudes in the employees who are accountable
to you by asking what changes they would like to bring about if given a chance.
17. Adopt job enrichment-
Job enrichment implies giving room for a better quality of working life. It
means facilitating people to achieve self-development, fame and success through a more
challenging and interesting job which provides more promotional and advancement

36
opportunities. Give employees more freedom in job, involve them in decision-making
process, show them loyalty and celebrate their achievements.
18. Respect your team-
Respect not only the employees’ rights to share and express their views,
and to be themselves, but their time too. This will ensure that the employees respect you
and your time. Make the staff feel that they are respected not just as employees / workers
but as individuals too.

19. Link Rewards directly to Performance-

An organization should adopt a fair reward structure which provides
incentive to the most deserving employee. Have an incentive structure in place doesn’t
solve the problem..what makes it workable is

the employees trust in the system and believe that they will be rewarded if they perform
well.
20. Compliment employees-
Even though an employee’s name has not appeared in the list of people
getting incentives, go ahead and compliment that employee for a job well done - no
matter how small. There is nothing more satisfying to an employee than a pat on his back.
21. Be transparent-
While there may be some strategic decisions which you might want to share
with the employees at a later stage, make sure employees do not give in to the rumours.
Stay in touch with the employees.
22. Work on your PDP-
Every employee is responsible for his / her own career. He / she should
work towards his ’Personal Development Plan’ [PDP] as discussed and agreed by his
manager. Find out what are the training company offers and which is best suited to his

37
development needs. How this will motivate you - remember training always increase
your marketability and enhance your career.
23. Participate and Network-
Employees - Remember you work for a company where a one-on-one
attention might not be possible. Do not wait for an invitation to participate in a
discussion. If you are a part of a forum, then you have full right to express your opinion
and be a part of the process. Expressing yourself is a good way of motivating yourself.
XI.SUMMARY
Till now we have seen the definition of motivation, its meaning, nature,
importance, mole of managers, team motivation self motivation, motivational challenges
etc. Motivation is one of the important elements of directing. Issuance of proper
instructions or orders does not necessarily ensure that they will be properly carried out. It
requires manager to inspire or induce the employees to act and get the expected result.
This is called motivation. It is a force that inspire a person at work to intensify his
willingness to use the best of his capability for achievement of specify objectives. It may
be in the form of incentives like financial (such as bonus, commission etc.) or, non-
financial (such as appreciation, growth etc.), or it could be positive or negative. Basically,
motivation is directed towards goals and prompt people to act.
XII.CONCLUSION
Nearly all the conscious behavior of human being is motivated. The internal needs
and drives lead to tensions, which in turn result into actions. A manager requires to create
and maintain an environment in which individuals work together in groups towards the
accomplishment of common objectives. A manager cannot do a job without knowing
what motivates people. The building of motivating factors into organizational roles, the
staffing of these roles and the entire process of leading people must be built on
knowledge of motivation. It is necessary to remember that level of motivation varies both
between individuals and within individuals at different times. Today in the increasingly

38
competitive environment, maintaining a highly motivated workforce is the most
challenging task. The art of motivation starts by learning how to influence the behavior of
the individual. This understanding helps to achieve both, the individual as well as
organizational objectives

XIII.BIBLIOGRAPHY :

1) Basavanthappa.B.T. (2009 ); Nursing Adminstration. Second Edition.

Jaypee Brothers publishers: Newdelhi; page no.212-226.
2) Jogindra vati(2013); principles and practice of nursing management and
administration. Jaypee publications:New Delhi;page no.433-443
3) Chhabra.T.N.( 2008);Principles and Practice of Management. Nineth
Edition: Natraj Printers; page no.474-496.
4) Ellis.R.J. Hartley. L.C.(2005) ;Managing and Coordinating Nursing Care.
Fourth Edition.: Lippincott Williams and Wilkins; Philadelphia. page
no:140-148.
5) Joshi .D.C .Mamtha joshi (2009); Hospital administration. First Edition.
Jaypee publishers. New Delhi; page no. 99-103.
6) Gupta C.B(2006) ;Management, theory and practice; nineth Edition: sultan.
Chanel and sons. Newdelhi. page no. 33.2-33.28
7) Rebecca A. Patronis Jones. Nursing leadership and management. 1st edition.
New Delhi: Jaypee brothers; 2008. Pp 30-32

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INDEX

40
SL.
NO CONTENT PAGE
NO
DIRECTING 1-7

I Introduction 1

II Meaning 1

III Definition 2

IV Importance of directing 2

V Features of directing 4

VI Principles of directing 5

VII Elements of directing 7

VIII Application of directing in nursing 10

MOTIVATION

I Introduction 13

II Meaning of motivation 14

III Definition of motivation 14

1V Nature of motivation 14

V Importance of motivation 15

VI Types of motivators and motivation 17

VII Theories of motivation 19

VIII Essential features of motivating system 28

IX Creating a motivating climate 29

41
 X Roles and functions of manager in motivation 32

XI Summary 37

XII Conclusion 37

XIII Bibliography 38

42