DIRECTING

NCM 107A
Nursing Leadership & Management
NURSING MANAGEMENT
Is the process of working through staff
members to be able to provide
comprehensive care to the patient

The task of the nurse manager is to plan,
organize, direct and control available
financial, material, and human resources in
order to provide effective, economic care to
groups of patients
ORGANIZING
STAFFING
DIRECTING/
LEADING
CONTROLLING
PLANNING
DIRECTING
a physical act or an action element of
nursing management, the interpersonal
process by which nursing personnel
accomplish the objectives of nursing.
(Swansburg)

Supervidere = to oversee and to view
directly. (Hersey)
DIRECTING
requires that the leader talks directly with
the followers about the plans and
expectations of their work, observes them
while the task is being done, and inspects
the product or service upon completion of
the task.
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 nursing
personnel to understand what are
expected of them. (Douglas)
Directing includes the following
activities:
Giving orders
Supervision
Leading
Motivating
Communicating
EFFECTIVE DIRECTING
when subordinates have
superiors who provide direct
personal contact = MOST
EFFECTIVE

EFFECTIVE DIRECTING
encourages leadership,
motivation and communication
techniques = MOST
DESIRABLE
AUTHOR
STEPHEN R. COVEY
SUBJECT SELF HELP
PUBLISHED DATE 1989
SOLD More than 15 millions
copies in 38 languages
FOLLOWED BY: The 8th Habit: From
Effectiveness to
Greatness
Knowledge
(what to, why to)
Habits
Internalized principles
& patterns of behavior
Knowledge
(what to, why to)
Habits
Internalized principles
& patterns of behavior
Desire
(want to)
Knowledge
(what to, why to)
Skills
(how to)
Habits
Internalized principles
& patterns of behavior
Desire
(want to)
Knowledge
(what to, why to)
Skills
(how to)
Habits
Internalized principles
& patterns of behavior
Habits
Desire
(want to)
Examples of Defective Habits:
1. React
2. Begin with No End in Mind
3. Put First Things Last
4. Think Win-Lose
5. Seek First to Talk, Then Pretend to Listen
6. Dont Cooperate
7. Wear Yourself Out


Differentiate EFFECTIVE
MANAGEMENT AND
EFFECTIVE LEADERSHIP.
According to COVEY
Effective management is putting
first things first.

Effective leadership is decides
what first things are.
STAGES
Habit #1
Be Proactive
Based on the work of Stephen Covey


Proactivity is the habit of Personal Vision
Habit 1
Be Proactive

Be responsible for your life

Best way to predict your future is to CREATE
IT!
Proactive vs. Reactive
When we are PROACTIVE, we make good choices
about how we respond to something happening. we
are always ready with a calm attitude. we do things
to make sure that the right things will happen. we
are prepared for anything that might happen. When
things dont go our way, we arent happy, BUT we
stay calm.

When we are REACTIVE, we could explode at any
minute. Things happen and they catch we off
guard. we arent ready for things that might
happen. we deal with things when they happen
instead of being prepared.
Habit #2
Begin with the
End in Mind
Based on the work Stephen Covey


Beginning with the End in Mind is the habit
of Personal Leadership
Habit 2

Beginning with the End in Mind.
Discover a personal mission.
Visualize and create a mental image of
what you want to create physically.

Habit #3
Put First
Things First
Based on the work of Stephen Covey


Putting First Things First is the habit of
Personal Management
Habit 3
i. Put First Things First

ii. Operate every day from priorities established in
your mission, roles, and goals

iii. Create optimal value from your time
Habit #4
Think Win-Win
Based on the work of Stephen Covey
Think Win-Win is the habit of
Interpersonal Leadership
Habit 4
Think Win-Win
Wanting other people to win as well as
yourself
Unites people in helpful, supportive ways
Habit #5
Seek First to Understand,
Then to Be Understood
Based on the work Stephen Covey.


Seek First to Understand is the habit of
Communication
Habit 5
Seek First to Understand
Attitude of openness
Skill of empathetic listening
Listen With Your Eyes:

Sometimes we have to listen
with our eyes as much as we
listen with our ears. People
say a lot with their body
language and facial
expressions.
Habit #6
Synergize

Based on the work of Stephen Covey.
Synergy is the habit of Creative Cooperation
Habit 6
Synergize
Seeing and appreciating differences in a
relationship as a source of information and
creativity
Others points of view can increase the
effectiveness of an interaction
Habit #7
Sharpen the
Saw
Based on the work of
Stephen Covey


Self Renewal

The Last Habit relates to self-rejuvenation:

Habit 7: Sharpen the Saw

Balance and renew your resources, energy, and
health to create a sustainable, long-term,
effective lifestyle.


conclusion
BLAKE AND MOUTONS MANAGERIAL
GRID
HOW IT BEGAN
Built from the work of researchers at these University of
Michigan and Ohio State University.
Robert Blake and Jane Mouton (1960s) proposed a graphic
portrayal of leadership styles through a managerial grid.
The grid depicts two dimensions of leader behavior, concern
for people on y-axis and concern for production on x-axis,
each dimension ranging from low (1) to high (9), creates 81
different positions in which the leaders style may fall.
CONCERN FOR
PEOPLE
CONCERN FOR
PRODUCTION
5 RESULTING LEADERSHIP STYLES
Impoverished Management (1, 1)

Exercise minimum effort
low concern for employee satisfaction.
disorganized.
Ineffective leaders
81 DIFFERENT POSITIONS ONE COULD
LAND ON
5 RESULTING LEADERSHIP STYLES

Task management (9, 1):

more concern for production than for people
efficiency can result through organization of work
systems and the elimination of people wherever
possible
Increases the output of organization in short run
81 DIFFERENT POSITIONS ONE COULD
LAND ON
5 RESULTING LEADERSHIP STYLES
Middle-of-the-Road (5, 5):

maintain a balance between goals of
company and the needs of people
average performance
Neither employee nor production needs
are fully met.

81 DIFFERENT POSITIONS ONE COULD
LAND ON
5 RESULTING LEADERSHIP STYLES

Country Club (1, 9):

low task and high people orientation
thoughtful attention to the needs of
if employees are supported it will lead to self-
motivation
81 DIFFERENT POSITIONS ONE COULD
LAND ON
5 RESULTING LEADERSHIP STYLES

Team Management (9, 9):

high people and task focus
Most effective style according to Blake and
Mouton.
empowerment, commitment, trust, and respect =
result in high employee satisfaction and production.
ADVANTAGES & DISADVANTAGES
Advantages of Blake and Moutons Managerial Grid
Grid is used to help managers analyze their own leadership styles through
grid training. Questionnaires help managers identify how they stand with
respect to their concern for production and people. The goal is to reach the
team management status.
Limitations of Blake and Moutons Managerial Grid
Model ignores importance of internal and external factors.
WHO COULD BE A LEADER?
Or You can be!
To lead you must first be able to
follow: for without followers,
there can be no leaders.