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DIRECTING
NCM 107A
Nursing Leadership & Management
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NURSING MANAGEMENT
Is the process of working through staffmembers to be able to providecomprehensive care to the patient
The task of the nurse manager is to plan,organize, direct and control available
financial, material, and human resources inorder to provide effective, economic care togroups of patients
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ORGANIZING
STAFFING
DIRECTING/
LEADING
CONTROLLING
PLANNING
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DIRECTING
a physical act or an action element ofnursing management, the interpersonalprocess by which nursing personnelaccomplish the objectives of nursing.(Swansburg)
Supervidere = to oversee and to viewdirectly. (Hersey)
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DIRECTING
requires that the leader talks directly withthe followers about the plans andexpectations of their work, observes themwhile the task is being done, and inspectsthe product or service upon completion ofthe task.
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DIRECTING
Getting the work done through others. Giving orders and directions to others to
attain quality patient care. It is the issuance of orders, assignments
and instructions that enable the nursingpersonnel to understand what areexpected of them. (Douglas)
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Directing includes the followingactivities: Giving orders Supervision Leading Motivating Communicating
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EFFECTIVE DIRECTING
when subordinates have
superiors who provide directpersonal contact = MOSTEFFECTIVE
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EFFECTIVE DIRECTING
encourages leadership,motivation and communication
techniques = MOSTDESIRABLE
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Seven Habits of Highlyffective People
http://en.wikipedia.org/wiki/File:The_7_Habits_of_Highly_Effective_People.jpg -
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OV RVI W
AUTHOR STEPHEN R. COVEY
SUBJECT SELF HELP
PUBLISHED DATE 1989
SOLD More than 15 millionscopies in 38 languages
FOLLOWED BY: The 8th Habit: FromEffectiveness toGreatness
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Knowledge(what to, why to )
HabitsInternalized principles& patterns of behavior
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Knowledge(what to, why to)
HabitsInternalized principles& patterns of behavior
Desire(want to)
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Knowledge(what to, why to)
Skills(how to)
HabitsInternalized principles& patterns of behavior
Desire(want to)
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Knowledge(what to, why to)
Skills(how to)
HabitsInternalized principles& patterns of behavior
Habits
Desire(want to)
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Examples of Defective Habits:
1. React2. Begin with No End in Mind3. Put First Things Last
4. Think Win-Lose5. Seek First to Talk, Then Pretend to Listen6. Dont Cooperate
7. Wear Yourself Out
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Differentiate EFFECTIVEMANAGEMENT AND
EFFECTIVE LEADERSHIP.
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According to COVEY
Effective management is puttingfirst things first.
Effective leadership is decides
what first things are.
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STAGES
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Habit #1Be ProactiveBased on the work of Stephen Covey
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Proactivity is the habit of Personal Vision
Habit 1 Be Proactive
Be responsible for your life
Best way to predict your future is to CREATEIT!
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Proactive vs. ReactiveWhen we are PROACTIVE, we make good choicesabout how we respond to something happening. weare always ready with a calm attitude. we do thingsto make sure that the right things will happen. weare prepared for anything that might happen. Whenthings dont go our way, we arent happy, BUT westay calm.
When we are REACTIVE, we could explode at anyminute. Things happen and they catch we offguard . we arent ready for things that mighthappen. we deal with things when they happeninstead of being prepared.
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Habit #2Begin with theEnd in Mind
Based on the work Stephen Covey
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Beginning with the End in Mind is the habitof Personal Leadership
Habit 2
Beginning with the End in Mind. Discover a personal mission.
Visualize and create a mental image ofwhat you want to create physically.
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Habit #3Put First
Things FirstBased on the work of Stephen Covey
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Putting First Things First is the habit ofPersonal Management
Habit 3i. Put First Things First
ii. Operate every day from priorities established inyour mission, roles, and goals
iii. Create optimal value from your time
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Habit #4Think Win-Win Based on the work of Stephen Covey
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Think Win Win is the habit ofInterpersonal Leadership
Habit 4 Think Win-Win
Wanting other people to win as well asyourself Unites people in helpful, supportive ways
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Habit #5 Seek First to Understand,Then to Be Understood
Based on the work Stephen Covey.
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Seek First to Understand is the habit ofCommunication
Habit 5 Seek First to Understand Attitude of openness Skill of empathetic listening
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Listen With Your Eyes :
Sometimes we have to listen
with our eyes as much as welisten with our ears. Peoplesay a lot with their body
language and facialexpressions.
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Habit #6Synergize
Based on the work of Stephen Covey.
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Synergy is the habit of Creative Cooperation
Habit 6 Synergize
Seeing and appreciating differences in arelationship as a source of information andcreativity
Others points of view can increase theeffectiveness of an interaction
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Habit #7Sharpen theSaw
Based on the work ofStephen Covey
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Self Renewal
The Last Habit relates to self-rejuvenation:
Habit 7: Sharpen the Saw
Balance and renew your resources, energy, andhealth to create a sustainable, long-term,effective lifestyle.
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conclusion
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BLAKE AND MOUTONS MANAGERIALGRID
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HOW IT BEGAN
Built from the work of researchers at these University ofMichigan and Ohio State University.Robert Blake and Jane Mouton (1960s) proposed a graphicportrayal of leadership styles through a managerial grid. The grid depicts two dimensions of leader behavior, concernfor people on y-axis and concern for production on x-axis,each dimension ranging from low (1) to high (9), creates 81different positions in which the leaders style may fall.
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5 RESULTING LEADERSHIP STYLES
Impoverished Management (1, 1)
Exercise minimum effort
low concern for employee satisfaction. disorganized.Ineffective leaders
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5 RESULTING LEADERSHIP STYLES
Task management (9, 1):
more concern for production than for people
efficiency can result through organization of worksystems and the elimination of people whereverpossible Increases the output of organization in short run
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81 DIFFERENT POSITIONS ONE COULDLAND ON
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5 RESULTING LEADERSHIP STYLES
Middle-of-the-Road (5, 5):
maintain a balance between goals ofcompany and the needs of peopleaverage performanceNeither employee nor production needsare fully met.
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81 DIFFERENT POSITIONS ONE COULDLAND ON
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5 RESULTING LEADERSHIP STYLES
Country Club (1, 9):
low task and high people orientationthoughtful attention to the needs ofif employees are supported it will lead to self-motivation
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81 DIFFERENT POSITIONS ONE COULDLAND ON
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5 RESULTING LEADERSHIP STYLES
Team Management (9, 9):
high people and task focus
Most effective style according to Blake andMouton.empowerment, commitment, trust, and respect =result in high employee satisfaction and production.
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ADVANTAGES & DISADVANTAGES
Advantages of Blake and Moutons Managerial GridGrid is used to help managers analyze their own leadership styles throughgrid training. Questionnaires help managers identify how they stand withrespect to their concern for production and people. The goal is to reach theteam management status.
Limitations of Blake and Moutons Managerial GridModel ignores importance of internal and external factors.
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WHO COULD BE A LEADER?
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Or You can be!
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To lead you must first be able to follow: for without followers,
there can be no leaders.
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