The document discusses leadership theories that could be implemented as a nurse manager. It describes the Trait Theory of leadership as ideal for a tertiary hospital setting. Trait Theory suggests that effective leaders inherit certain qualities. Participative leadership is also discussed, which encourages input from team members. Barriers to decision making include a lack of reliable information and feedback. Nurse managers must make continuous decisions based on intellectual evaluation of alternatives while overcoming barriers through gathering reliable information.

1. 1. Choose a theory of leadership you like best and describe how you would implement it
your ideal nursing setting.
Leadership is a process by which an executive can direct, guide and influence the
behavior and work of others towards accomplishment of specific goals in a given situation.
Leadership is the ability of a nurse manager to induce the subordinates to work with confidence
and zeal. The Trait Theory is an ideal leadership theory in nursing workplace especially in a
tertiary hospital like Corazon Locsin Montelibano Memorial Regional Hospital. The trait
theories assume that people inherit certain qualities and traits that make them better well-
matched to leadership.
As a Staff Nurse in the said Hospital, the Trait theory is very useful in a defined
personality or behavioral characteristics shared by leaders. For example, traits like extraversion,
self-confidence, and courage are all traits that could potentially be linked to great leaders, dealing
with problems, directive towards subordinates and leading the nursing organization. However, in
contrary to this theory feature of leadership, most people who possess those qualities are not
leaders but there are plenty of people who possess the personality traits associated with
leadership, yet many of these people never seek out positions of leadership.
In addition, Participative leadership theories also ideal qualities that takes the input of
others into account. These leaders encourage participation and contributions from group
members of a health care team and help group members feel more relevant and committed to the
decision-making process. In participative theories, however, the leader retains the right to allow
the input of others which also the best theory that I consider to be used in the said institution.
2. Identify at least 10 most important qualities of a leader.
A leader has got multidimensional traits in him who makes him appealing and effective in
behavior. The following are the qualities of a good leader:
1. Physical appearance- A leader must have a pleasing appearance. Physique and health
are very important for a good leader.
2. Vision and foresight- A leader cannot maintain influence unless he exhibits that he is
forward looking. He has to visualize situations and thereby has to frame logical
programs.
3. Intelligence- A leader should be intelligent enough to examine problems and difficult
situations. He should be analytical who weighs pros and cons and then summarizes the
situation. Therefore, a positive bent of mind and mature outlook is very important.
4. Communicative skills- A leader must be able to communicate the policies and
procedures clearly, precisely and effectively. This can be helpful in persuasion and
stimulation.

2. 5. Objective- A leader has to be having a fair outlook which is free from bias and which
does not reflects his willingness towards a particular individual. He should develop his
own opinion and should base his judgment on facts and logic.
6. Knowledge of work- A leader should be very precisely knowing the nature of work of
his subordinates because it is then he can win the trust and confidence of his
subordinates.
7. Sense of responsibility- Responsibility and accountability towards an individual’s work
is very important to bring a sense of influence. A leader must have a sense of
responsibility towards organizational goals because only then he can get maximum of
capabilities exploited in a real sense. For this, he has to motivate himself and arouse and
urge to give best of his abilities. Only then he can motivate the subordinates to the best.
8. Self-confidence and will-power- Confidence is important to earn the confidence of the
subordinates. He should be trustworthy and should handle the situations with full will
power.
9. Humanist-This trait to be present in a leader is essential because he deals with human
beings and is in personal contact with them. He has to handle the personal problems of
his subordinates with great care and attention. Therefore, treating the human beings on
humanitarian grounds is essential for building a congenial environment.
10. Empathy- It is an old adage “Stepping into the shoes of others”. This is very important
because fair judgment and objectivity comes only then. A leader should understand the
problems and complaints of employees and should also have a complete view of the
needs and aspirations of the employees. This helps in improving human relations and
personal contacts with the employees.
3. What is the important of mission, philosophy and goals of an organization for nursing
service?
A mission is a vital and broad general important role of an organization that describes its
purpose in the community. The mission statement of nursing service may indicate that its
purpose is to serve the health care needs of the immediate institution or organization and provide
care for commonly occurring illnesses. A large nursing organization may have a mission
statement that encompasses research, teaching and care for complex problems. These two
organizations will establish different priorities for spending, choose different technologies as
essential to their missions, and structure their staff in different ways. These mission statements
provide the overall umbrella under which all functions of the organization take place. In addition
to or even in place of a mission statement a general statement of philosophy may be used. When
both are present, they should agree. The philosophy is typically longer and more detailed.

3. Importance of Organizational Philosophy and philosophy of Nursing Service
Administration
Organizational Philosophy is its explicit and implied view of itself and what it is.
Generally it is expressed in mission statements. The philosophy is directly linked to and rooted in
the organizations cultural beliefs and values. Philosophy depicts the desired nature of the
relationships between health service organizations and its customers, employees and external
constituents. It is a set of beliefs that determines how organizational purposes are achieved and
that serves as the foundation for agency objectives, policies and procedures Nurses have the right
to know the beliefs about nursing care, nursing practice and nursing management held by the
collective group, which they are a part of the nursing department. A statement of philosophy is a
valuable management tool. Nurses should be given a copy before they join the staff so that they
can judge whether their personal philosophy is sufficiently in agreement with the organizational
philosophy to enable them to become a contributing member of the department.
Philosophy statements are relatively enduring documents because stated beliefs are
usually expressions of firm commitment to the best that can be achieved and are derived from the
broad goals of the agency. A useful philosophy has a timeless quality because basic premises
change only under unusual conditions. Nevertheless, philosophy statements need to be reviewed
periodically. If a review by all members of the department reveals that the statement still reflects
the guiding beliefs of the collective group, there is no need to revise the document. If scrutiny
indicates that the statement is not consistent with current agency goals or philosophy or is not
effective in directing the actions of the department, then the statement should be rewritten to
assure that it meets the criteria of compatibility, attainability, intelligibility, acceptability,
measurability and accountability. When developing or reevaluating a philosophy, the manager
should consider theory, education, practice, research, and nursing's role in the total organization.
Goals are the broad statements of overall intent of an organization or individual. They are
usually stated in general terms. The purpose and importance of writing goals is to identify where
you are going and to enable you to evaluate when you have arrived there. A meaningful stated
goal is one that succeeds in communicating the intent of those generating the goal. It should be
stated in such a way that it will be understood clearly by others. As a nurse in a health care
institution, you need to be aware of the existence of several levels of goals: the institutional level,
the nursing department level and the nursing unit level. The goal levels all need to relate to the
health needs of the community, because these are the focus of health care.
4. Explain the relationship between responsibility and authority under ideal circumstances.

4. There is a definite relationship between authority and responsibility. Without a clear
understanding of this relationship, effective functional management, with clear lines of reporting
and communication, becomes a distinct improbability. Authority requires the ability to give
orders properly. Responsibility requires the ability to follow through, assuring that the orders are
carried out properly. Authority must always equal responsibility, and must be sufficient to fulfill
the requirements of the job. But never more than that is which necessary to get the job done.
Authority and responsibility must never be dual, shared or overlapping. One person, and
only one person, is responsible for the successful completion of every assignment. As long as
there is singular delegation of authority and responsibility, the individuals with responsibility
may be assigned accountability; however, when more than one person shares the authority and
responsibility for something, neither can be held accountable for what might go wrong.
Authority must be clearly defined and follow clear paths. Without clear definition, there will be
confusion. An organizational chart should clearly define the paths, while job descriptions clearly
define the full scope of the authority for each position. Every individual, from the president of
the company down to the floor sweepers, must know the limits and scope of the authority of his
or her position. These limitations this scope must never be circumvented.
When an individual circumvents the authority of any other, he effectively relieves that
individual of all responsibility and accountability for an unspecified length of time. Additionally,
such circumvention harms the morale of that individual. The side effects will spread downwards
to the individual’s subordinates. Authority may be delegated along with equal and corresponding
responsibility. The extent of such delegation must be clearly spelled out in writing. Authority
does not imply autocracy, but it does require the use of orders and instructions. Order is defined
as the signal which allows coordinated action. Orders cannot be given blindly; each must be
tested to assure that it is necessary, clear, complete, and reasonable, with compliance both
possible and probable. A complete order will supply a specific goal or objective, with
permissible variations. It will note a method or means of performance. It will state who, what,
when, where, and how, specifying the individual who will be held responsible and accountable
for its proper performance.
Ensuing responsibility the prime task of every manager is the assumption of
responsibility. Measure your own performance in terms of what you were ordered to do and what
you actually accomplished. Stimulate interest and, whenever possible, provide incentive. The
incentive of reward, after the successful completion of a task, does work, when properly handled.
The use of fear as a driving force is obsolete in modern American business practice. Punishment
is correct after willful wrongdoing, but only if it is willful. Any other type of wrong-doing
merely implies a lack of training and a need for coaching. Inflexible rule: You will see to it that
every order which is issued is carried out. You will not forget it, change it, or countermand it. If
it is your responsibility to do something, there are no excuses for not accomplishing that
objective. Regardless of what happens, you are answerable for attaining, or not attaining, that

5. objective. You cannot shift the responsibility for not having it done. There might be mitigating
circumstances, but you are still responsible.
Examples:
AUTHORITY is defined as the official power to act. It is power given by the organization to
direct the work of others.
Example: A Nurse Manager may have the authority to hire, fire, or discipline others.
RESPONSIBILITY is a duty or an assignment. It is the implementation of a job.
For example, a responsibility common and many charge nurses is establishing the unit’s daily
patient care assignment
5. Describe the form of organizational structure in the organization on which you work as
an employee. Discuss the changes that could make it more functional.
The Tall or Centralized Organizational Structure is a large, complex organization
often requires a taller hierarchy which describe the organizational structure of Corazon Locsin
Montelibano Memorial Hospital. As an organization grows, the number of management levels
increases and the structure grows taller. In a tall structure, managers form many ranks and each
has a small area of control. The quality of performance which will be improved due to close
supervision and functional responsibilities. Discipline will improve, Superior - Subordinate
relations will improve, Control and Supervision will become easy and convenient, the manager
gets more time to plan and organize the future activities, the efforts of subordinates can be easily
coordinated. Tall Organization encourages development of staff; there is mutual trust between
superior and subordinates.
However, some could consider and reconsider for this organizational structure; tall
Organization creates many levels of management; there are many delays and distortion in
communication; decisions and actions are delayed. It is very costly because there are many
managers. The managers are paid high salaries and it is difficult to coordinate the activities of
different levels. There is strict supervision so the subordinates do not have any freedom; fall
organization is not suitable for routine and standardized jobs and lastly, managers may become
more dominating. The principal purpose for defining the organization diagram is to clarify chain
of command, span of control, official communication channels, and linkage for all department
personnel.

6. It is customary to show formal organization structure in a diagrammatic form with a three
dimensional model having depth, height and width. Boxes containing various position titles are
positioned vertically to highlight differences in status and responsibility. Position boxes are
connected with lines to demonstrate the flow of communication and authority throughout the
entire network. Different types of interconnecting lines signify different types of relationships.
For example, a solid line between two positions, indicate direct authority or command giving
relationship. A dashed line or broken or dotted line indicates a consulting relationship with no
prescribed frequency of the structure to collaborate for planning or control purpose. Commands
do not flow.
The primary significance of formal organization structure is the frequency of
communication between particular staff members. Particular worker is expected to relate directly
with certain individuals and not others. For instance, the Nursing director must give direction to
and receive reports from vice-director or supervisors and not others. In this sense, the formal
organization structure restrains worker behavior. The organization chart does not show the
degree of authority that a manager has over subordinates. A manager with authority of head
nurse may lack authority to hire or fire the worker. Every organization also has an informal
structure, characterized by unspoken, often covert, lines of communication and authority
relationships not depicted in the organizational chart.
The informal structure develops to meet individuals' needs for friendship, a sense of
belonging, and power. The lines of communication in the informal structure (commonly termed
"the grapevine") are concerned mainly with social issues. Persons with access to vital
information can become powerful in the informal structure. Some administrators try to hinder the
effects of informal organization because they facilitate the passing of information. The
information may be rumor, but the best way to combat rumor is by free flow of truthful
information. The informal organization can help to serve the goals of the formal organization if it
is not made the servant of administration. It should not be controlled. A major shortcoming in its
use is that not all employees are part of the informal organization.

7. 6. Describe about what it is the manager does while performing each of the following:
Directing, Coordinating, Controlling.
Directing involves communication, managerial skills, leadership and motivation.
Communication is the process of passing the information and understanding it from one person
to other person. Leadership is the function whereby the person or manager guides and influences
the work of his subordinates. Motivation is to motivate the employee to give their best to the
organization. Directing is one of the management processes that need to be fulfilled as a manager
or leader. The idea of directing is when a person has to put an output or action on the plans in
order to attain a goal.
The Controlling involves establishing standards of performance. Measuring current
performance and comparing it against the established standard. Taking corrective action that
does not meet the standard and Control compels the events to confirm to plans. It implies
measurement of accomplishment against the standards and correction of deviation if any to
ensure achievement of organizational goals. The purpose of controlling is to ensure that
everything occurs in conformities with the standards. An efficient system of control helps to
predict deviations before they actually occur. According to Theo Haimann, “Controlling is the
process of checking whether or not proper progress is being made towards the objectives and
goals and acting if necessary, to correct any deviation”.
7. What are the factors necessitating decision-making as a nurse manager? What are the
barriers in decision making? How can we overcome these problems?

8. Nurse Managers confront in a decision imposing requirements in the form of either a
problem or an opportunity. This will be decided in the future, as per the results available from
the decision already taken. In short, decision-making is fundamentally a process of choosing
between the alternatives (two or more) available. Moreover, in the decision-making process,
information is collected; alternative solutions are decided and considered critically in order to
find out the best solution among the available. Every problem can be solved by different
methods. These are the alternatives and a decision-maker necessitating Nurse Manager select
one alternative which he considers as most appropriate. This clearly suggests that decision-
making is basically/fundamentally choosing between the alternatives. The alternatives may be
two or more. Out of such alternatives, the most suitable is to be selected for actual use. The
manager needs capacity to select the best alternative. The benefits of correct decision-making
will be available only when the best alternative is selected for actual use.
1. Continuous activity/process: Decision-making is a continuous and dynamic process. It
pervades all organizational activity. Managers have to take decisions on various policy and
administrative matters. It is a never ending activity in business management.
2. Mental/intellectual activity: Decision-making is a mental as well as intellectual
activity/process and requires knowledge, skills, experience and maturity on the part of
decision-maker. It is essentially a human activity.
3. Based on reliable information/feedback: Good decisions are always based on reliable
information. The quality of decision-making at all levels of the Organisation can be improved
with the support of an effective and efficient management information system (MIS).
4. Goal oriented process: Decision-making aims at providing a solution to a given problem/
difficulty before a business enterprise. It is a goal-oriented process and provides solutions to
problems faced by a business unit.
5. Means and not the end: Decision-making is a means for solving a problem or for achieving a
target/objective and not the end in itself.
6. Relates to specific problem: Decision-making is not identical with problem solving but it has
its roots in a problem itself.
7. Time-consuming activity: Decision-making is a time-consuming activity as various aspects
need careful consideration before taking final decision. For decision makers, various steps are
required to be completed. This makes decision-making a time consuming activity.
8. Needs effective communication: Decision-taken needs to be communicated to all concerned
parties for suitable follow-up actions. Decisions taken will remain on paper if they are not
communicated to concerned persons. Following actions will not be possible in the absence of
effective communication.
9. Pervasive process: Decision-making process is all pervasive. This means managers working at
all levels have to take decisions on matters within their jurisdiction.
Responsible job: Decision-making is a responsible job as wrong decisions prove to be too
costly to the Organization. Decision-makers should be matured, experienced, knowledgeable and

9. rational in their approach. Decision-making need not be treated as routing and casual activity. It
is a delicate and responsible job
BARRIERS TO DECISION MAKING
Individual’s Respond to a Decision Situation (Ineffective & Effective Responses)
Ineffective Reaction: Defective problem-recognition and problem-solving approaches that act
as barriers when making an important decision in a situation of conflict.
1. Relaxed Avoidance- “There's no point in doing anything; nothing bad is going to
happen."
In relaxed avoidance, a manager decides to take no action in the belief that there
will be no great negative consequences. This condition is a form of complacency: You
either don't see or you disregard the signs of danger (or of opportunity).
2. Relaxed Change- "Why not just take the easiest way out?"
In relaxed change, a manager realizes that complete inaction will have negative
consequences but opts for the first available alternative that involves low risk. This is a
form of "satisficing"; the manager avoids exploring a variety of alternatives in order to
make the best decision.
3. Defensive Avoidance- "There's no reason for me to explore other solution alternatives."
In defensive avoidance, a manager can't find a good solution and follows by (a)
procrastinating, (b) passing the buck, or (c) denying the risk of any negative
consequences. This is a posture of resignation and a denial of responsibility for taking
action. By procrastinating, you put off making a decision ("I'll get to this later"). In
passing the buck, you let someone else take the consequences of making the decision
("Let George do it"). In denying the risk that there will be any negative consequences,
you are engaging in rationalizing ("How bad could it be?").
4. Panic- "This is so stressful, I've got to do something-anything-to get rid of the problem!"
This reaction is especially apt to occur in crisis situations. In panic, a manager is
so frantic to get rid of the problem that he or she can't deal with the situation realistically.
This is the kind of situation in which the manager has completely forgotten the idea of
behaving with "grace under pressure," of staying cool and calm. Troubled by anxiety,
irritability, sleeplessness, and even physical illness, if you're experiencing this reaction,
your judgment may be so clouded that you won't be able to accept help in dealing with
the problem or to realistically evaluate the alternatives.
Effective Reactions: Deciding to Decide - In deciding to decide, a manager agrees that he or
she must decide what to do about a problem or opportunity and take effective decision-making
steps.

10. Three ways to help you decide whether to decide are to evaluate the following:
Importance "How high priority is this situation". Determine how much priority to give
the decision situation. If it's a threat, how extensive might prospective losses or damage be. If it's
an opportunity, how beneficial might the possible gains might be. Credibility- "How believable
is the information about the situation". Evaluate how much is known about the possible threat or
opportunity. Is the source of the information trustworthy and is there credible evidence.
Urgency- "How quickly must I act on the information about the situation" Is the threat would be
that immediate. Will the window of opportunity stay open long or can actions to address the
situation be done gradually.
As Nurse Manager It is also a vital to observe the MAGNIFICENT SEVEN:
GENERAL MORAL PRINCIPLES FOR MANAGERS in decision making to subordinates
so that your decision is not just lawful but also ethical and justifiable to overcome those
problems and decision making.
Dignity of human life: The lives of people are to be respected. Human beings, by the
fact of their existence, have value and dignity. We may not act in ways that directly intend to
harm or kill an innocent person. Human beings have a right to live; we have an obligation to
respect that right to life. Human life is to be preserved and treated as sacred. Autonomy: All
persons are intrinsically valuable and have the right to self-determination. We should act in
ways that demonstrate each person's worth, dignity, and right to free choice. We have a right to
act in ways that assert our own worth and legitimate needs. We should not use others as mere
"things" or only as means to an end. Each person has an equal right to basic human liberty,
compatible with a similar liberty for others. Honesty: The truth should be told to those who
have a right to know it. Honesty is also known as integrity, truth telling, and honor. One should
speak and act so as to reflect the reality of the situation. Speaking and acting should mirror the
way things really are.
There are times when others have the right to hear the truth from us; there are times when
they do not. Loyalty: Promises, contracts, and commitments should be honored. Loyalty
includes fidelity, promise keeping, keeping the public trust, good citizenship, excellence in
quality of work, reliability, commitment, and honoring just laws and policies. Fairness: People
should be treated justly. One has the right to be treated fairly, impartially, and equitably. One
has the obligation to treat others fairly and justly. All have the right to the necessities of life-
especially those in deep need and the helpless. Justice includes equal, impartial, unbiased
treatment. Fairness tolerates diversity and accepts differences in people and their ideas.
Humaneness, there are two parts: (I) our actions ought to accomplish good, and (2) we
should avoid doing evil. We should do good to others and to ourselves. We should have
concern for the well-being of others; usually, we show this concern in the form of compassion,
giving, kindness, serving, and caring. The common good: Actions should accomplish the

11. "greatest good for the greatest number" of people. One should act and speak in ways that
benefit the welfare of the largest number of people, while trying to protect the rights of
individuals.
8. List down common block to communication and discuss on how to improve them.
Communication is the key factor in the success of any organization. When it comes to
effective communication, there are certain barriers that every organization faces. People often
feel that communication is as easy and simple as it sounds. No doubt, but what makes it
complex, difficult and frustrating are the barriers that come in its way.
Here are a few of the most commonly-found barriers in communication in an organization:
1. Perceptual Barriers: The most common problem faced these days is that of the difference
in opinion between two people. The varied perceptions of every individual give rise to a
need for effective communication.
2. Emotional Barriers: Another main barrier is the fear and mistrust that form the roots of
our emotional barrier which stop us from communicating effectively with our co-workers.
3. Language Barriers: Language that describes what we would want to express and
communicate to others, may at times, serve as a barrier to them. In today’s global scenario,
the greatest compliment we can pay to another person is by speaking and effectively
communicating to them in their local language. We need to understand that the native
language of employees can be different from anyone else’s.
4. Cultural Barriers: The world is made up of diverse cultures. A cultural barrier arises when
two individuals in an organization belong to different religions, states or countries.
5. Physical Barriers: Research shows that one of the key factors in building strong and
integrated teams is proximity. Most offices have closed doors and cabins for those at higher
levels of the organizational ladder while the large working areas are physically placed far
apart. This kind of barrier forbids team members from effective interaction with each
another.
The only way one can improve effective organizational communication is by changing
one’s thoughts and feelings with one’s colleague. In this way, we don’t just break down
communication barriers, but also build relationships that work successfully for long.
Therefore, overcoming communication barriers in organizations is very important.
Communication is much more than just trading words. It also encompasses the emotions and
intentions of the people involved. Overcoming communication barriers can be achieved through
proper training interventions. These include programs to improve listening and written skills,
build conversational skills, trainings on verbal and non-verbal communications skills, giving and
receiving feedback, negotiation skills, etc. Most organizations today have a healthy mix of
employees from all across the world – employees of all races, ethnicities, and religions. Hence, it

12. is very important to ensure they all work together harmoniously and contribute to organizational
success.
Diversity and inclusivity trainings help organizations groom their employees on
embracing their inherent differences and leveraging diversity to build efficiencies. These training
programs focus on building a culture of unity, promote inclusivity and help employees see
others’ point of view – to agree to disagree – that helps break down perceptual differences.
Moreover, also very important to train employees on developing effective interpersonal
relationships, this entails sensitizing them on the importance of interpersonal relationships, the
various styles of communication, educating them about emotional intelligence, conflicts, trust,
creating a healthy work environment, etc.
To overcome language barriers, learn at least the basics of your employees’ language and
communicate with them in the same. Translating communication aids (such as emails) and
training materials into the respective languages will also help. You can also train employees on
the English language and help them use it effectively.
Physical barriers can be overcome by training your managers, supervisors, and heads on
dealing effectively with their subordinates. These training programs focus on several aspects
such as giving proper feedback, conducting performance review meetings, coaching and
mentoring skills, grooming future leaders, etc.
9. Identify aspects of your professional role that predisposes to conflict with nurse
administrators or physicians and discuss the most preferred strategy to resolve that
conflict.
Cohesiveness and joint problem solving are the desired results of collaborative teamwork.
However, nurses and physicians will not always agree. There must be the freedom to disagree. In
fact, when managed correctly, conflict is actually a desirable element. Without it, the trap of
groupthink can occur, in which case creative, contradictory solutions are suppressed in the
interest of maintaining consensus and peaceful relationships.
Trying to force agreement can impede the group process due to haggling among group
members. It is critical to keep in mind that conflict can be beneficial. Without it, relationships
may become anemic and ineffective. Healthy conflict is a sign that diverse ideas are welcome at
the table. When conflict is acceptable, multiple solutions emerge, solutions not limited to those
produced or endorsed by individuals with the greatest political clout. It is important, however, to
quickly identify when achieving consensus has become unrealistic. When this occurs,
communication difficulties must be analyzed, openness fostered, and inclusive language
incorporated. Focusing on the facts versus opinions helps preserve unity. Often the best strategy
is for the most senior nurse manager and Physicians to receive group input and make a decision.

13. Encouraging productive conflict without destroying group cohesiveness requires mature health
team members and humble, practiced leadership.
The daily work of organizations revolves around people and the interpersonal dynamics
involved in getting them engaged in goal accomplishment. We all need skills to work well with
others who don't always agree with us and in team situations that are often complicated and
stressful. Conflict occurs whenever disagreements exist in a social situation over issues of
substance, or whenever emotional antagonisms create frictions between individuals or groups.
Nurses and Medical Team members can spend considerable time dealing with conflicts;
sometimes they are directly involved and other times they act as mediators or neutral third
parties to help resolve conflicts between other people. Managers have to be comfortable with
conflict dynamics in the workplace and know how to best deal with them. This includes being
able to recognize situations that have the potential for conflict and address them in ways that will
best serve the needs of both the organization and the people involved.
Direct management strategy- WIN-WIN Strategy is achieved by blend of both high
cooperativeness and high assertiveness. Conflict can be addressed in many ways, but the
important goal is to achieve or set the stage for true conflict resolution—a situation in which the
underlying reasons for dysfunctional conflict is eliminated. When conflicts go unresolved the
stage is often set for future conflicts of the same or related sort. Rather than trying to deny the
existence of conflict or settle on a temporary resolution, it is always best to deal with important
conflicts in such ways that they are completely re-solved.[] This requires a good understanding of
the stages of conflict, the potential causes of conflict, and indirect and direct approaches to
conflict management.
Collaboration or Problem Solving involves recognition by all conflicting parties that
something is wrong and needs attention. It stresses gathering and evaluating information in
solving disputes and making choices. It eliminates the reason for continuing the conflict because
nothing has been avoided or suppressed.
10. Identify a needed change in the organization in which you work as an employee. What
are the possible source of resistance to change and the ways this resistance can be
overcome?
Resistance to change is an emotional/behavioral response to real or imagined threats to an
established work routine especially in a tertiary hospital. Resistance can be as subtle as passive
resignation and as overt as deliberate sabotage. Resistance can be considered to be the interaction
of three causes: (I) employee characteristics, (2) change agent characteristics and (3) the change
agent-employee relationship.

14. Employee Characteristics it is the characteristics of a given employee consist of his or
her individual differences, actions and inactions, and perceptions of change. We describe some
of these characteristics in the upcoming subsection "Ten Reasons Employees Resist Change."2.
Change-Agent Characteristics the characteristics of the change agent the individual who is a
catalyst in helping organizations change-also consist of his or her individual differences, actions
and inactions, and perceptions of change. Such characteristics that might contribute to employee
resistance to change might include leadership style, personality, tactfulness, and sense of timing,
awareness of cultural traditions or group relationships, and ability to empathize with the
employee's perspective. Lastly, Change Agent-Employee Relationship as you might expect,
resistance to change is reduced when change agents and employees have a trusting relationship-
faith in each other's intentions. Mistrust, on the other hand, encourages secrecy, which begets
deeper mistrust, and can doom an otherwise well-conceived change.
MEASURES TO OVERCOME RESISTANCE TO CHANGE
 Allow room for failure. "If somebody has an idea, don't stomp on it," says a
psychologist and developer of ideas at Intuit, the software company famous for Turbo
Tax and QuickBooks. "It's more important to get the stupidest idea out there and build
on it than not to have it in the first place." At Intuit, failure is very much an option as
long as one learns from it.
 Give one consistent explanation for the change. When a company is
undergoing change, myriad rumors will fly and employees will be uneasy; you and the
managers who report to you need the manager's toolbox to give one consistent
explanation. In McGuinn's case, the explanation for overhauling Mellon Bank's retail
division was "We want to be the best retailer in financial services."
 Look for opportunities in unconventional ways. Most "new" products and
services are really knockoffs or marginal variations of the things already on the market
and hence are doomed to failure, says Robert Cooper, professor of marketing at
Ontario's McMaster University. This doesn't mean, of course, that there isn't room for
leveraging existing products with utterly unoriginal ideas. But most people are blinded
by the limits of conventional wisdom and their own experience and fail to see huge
potential markets in unconventional concepts. Try this advice from a Yale
entrepreneurship instructor: Write down every hassle you encounter during the day.
"At the end of the month, you will have 20 business ideas," he says, "and some of t
hem will work."
 Have the courage to follow your ideas. This may be the hardest job of all-trying
to convince others that your ideas for change are feasible, especially if the ideas are
radical. This may mean working to gain allies within the organization, standing up to
intimidating competitors inside and out, and perhaps being prepared to follow a lonely
course for a long time.

15.  Allow grieving, then move on. Managers overseeing change need to give long-
term employees a chance to grieve over the loss of the old ways, says McGuinn, who
found that staffers were more willing to change after they had a chance to vent their
fears.