This document discusses the concept of directing, which is the third function of management aimed at achieving organizational goals. Directing involves activities like issuing orders, training subordinates, motivating staff, maintaining discipline, and rewarding good performance. It is a complex process that encourages effective and efficient work. Key elements of directing include supervision, motivation, leadership, communication, and order giving. The document also discusses theories of motivation like Maslow's hierarchy of needs and McClelland's need theory, which aim to explain what motivates employees.

2. Introduction
 Directing is a heart of the management process and is
its third function to achieve the organizational goal.
 It help the nurse /manager to control their staff those
who are working under them.

3. Direction
 Direction means giving the order to start the operation
of a policy or a plan.

4. Definition
 Direction consists of elements such as issuing orders,
continuous training activities, motivation of
subordinates, maintaining discipline and rewarding
those who perform properly.
 Direction is a complex function that includes all those
activities which are designed to encourage
subordinates to work effectively and efficiently .

5. Characteristic
 Communicator and supervisor.
 Motivates commands.
 Stimulates organization.
 Continuing activity.
 Coordination.
 Leadership.
 Essence of management.

6. Roles and functions of directing
 It will help to get desired result.
 It will help the employee to identify their capabilities.
 It will facilitate the changes in an organization.
 It will help to stability and stranded of an
organization.
 It increase the efficiency and effectiveness.
 Direction initiates action.
 It integrates the efforts of the members of the group.

7.  Direction attempts to get maximum out of individual.
 It facilitates healthy changes in the organization.
 Direction makes it possible to achieve the mission and
objectives of the organization

8. Principles of direction
 Harmony of objectives.
 Maximum individual contribution.
 Unity of commands.
 Direct supervision.
 Flow of information.

9.  Effective communication.
 Effective leaderships.
 Follow up.

10. Elements of directing
 Supervision.
 Motivation.
 Leadership.
 Communication.
 Order Giving

11. Supervision
 Supervision is one of the very important elements and
essential component of staffing.
 Supervision involves the management , direction and
leadership of the employees.

12. Meaning
 The word supervision id derived from two Latine
Words, ‘super’ means ‘above’ and ‘video’ means ‘see’
meaning overseeing .

13. Supervision
 Supervision is the activity of the management that is
concerned with the training and discipline of the
work force.
 Supervision is the art of overseeing, watching and
directing with authority, the work and behavior of
others.

14. Objectives of supervision
 To help subordinate to do their job efficiently.
 To develop subordinate capacity.
 To guide/ assist in meeting predetermined work
objective.
 To promote team work.
 To motivate subordinate .

15. Methods of supervision
 Staff meeting.
 Informal discussion
 Training session.
 Review of record. ect

16. Functions of supervision
 Orientation for newly posted staff.
 Assessment of the work loads of individuals and
groups.
 Arranging for the flow of materials.
 Encouraging community participation.
 Coordination of the efforts.
 Promotion of effectiveness of works.

17.  Promotion of social contact.
 Helping individuals to cope with their personal
problems.
 Facilitating flow of communication.
 Raising level of communication.
 Development of confidence.
 Record keeping.

18. Principles of supervision
 Supervision should be general not closed.
 Supervision should not over burden for any individual
 Supervision call for good planning.
 Encourage works participation in decision making .
 Supervisors need to understand the problems and
situation .
 They should be helped to set up and attain objectives.

19. Qualities of supervisor
 Full awareness of the job and the rules and regulation.
 Intelligence and willingness to grow.
 Continuous guidance and coordination .
 Sympathetic attitude and good listening .
 Ability to communicate information skillfully.
 Good judgment and ability to understand the others
problems .

20. Tools of evaluation
Observational check list .
In this the supervisor evaluate the skill , knowledge and
attitudes of a staff.
Rating Scale .
It is a device for obtaining the judgments.

21. Categories of supervision
 Clinical supervision.
 In here effective balance between the various demands
on the health care practitioners including nurse .
 Managerial supervision.
 In this balance the weekly workload , meeting ,
recruitment , and communication
 Personal supervision.
 In this includes interpersonal issues , job pressure ,
motivation and team issues ect.

22.  Professional supervision
 Her focus the professional standards and
developments .

23. MOTIVATION
 Motivation is the core of management . Motive is an
inner state that energizes , activates , moves and that
directs behavior towards the goals.

24.  Motivation
 The inner drive that directs a person’s behavior toward
goals

25. Definitions of motivation
 Motivation is the process of stimulating people to
action to accomplish desired goal.
 Motivation can be defined as a process which begins
with physiological or psychological need or deficiency
which triggers behavior or a drive that is aimed at a
goal or an incentive.

26. Motivation: Concept and
Significance of Motivation
 The term motivation is derived from the word ‘motive”.
The word ‘motive’ as a noun means an objective, as a
verb this word means moving into action. Therefore,
motives are forces which induce people to act in a way,
so as to ensure the fulfillment of a particular human
need at a time.

27. Following are the outstanding Features
of the concept of motivation
 1. Motivation is a personal and internal feeling:
 2. Motivation is need based:
 3. Motivation is a continuous process:
 4. Motivation may be positive or negative:
 5. Motivation is a planned process:
 6. Motivation is different from job satisfaction:

28. The Motivation Process

29. Types of motivation
 Extrinsic motivation .
 This type of motivation that is received from the
external environments .
 Eg: money popularity , grading , competition ect.
 Intrinsic motivation .
 This is a actual self motivation . It is originate within
the heart of the person. It is a inner gratification and
feeling of fulfillments .

30. Positive and Negative motivation
 Positive motivation is the type of motivation a person
feels when he expects a certain reward. An example of
Positive motivation is when a father tells his sun, "if
you studied well and got high grades i will buy you the
new play station".
 Negative motivation is the type of feeling a person gets
when he expects punishment. An Example of negative
motivation could be telling your child "if you didn't
study, i wont let you travel this summer"

31. Theories of Motivation
 Motivation theories are important to supervisors
attempting to be effective leaders. Content
theories focus on the needs that motivate people

32. Maslow's Hierarchy
 Abraham Maslow first presented the five-tier
hierarchy in 1942 to a psychoanalytic society and
published it in 1954 in Motivation and Personality
 Maslow's Hierarchy of Needs identifies five levels
of needs, which are best seen as a hierarchy with
the most basic need emerging. As basic or lower-level
needs are satisfied, higher-level needs become operative

33. Maslow’s Hierarchy of Needs
Self-
Actualization
Needs
Esteem Needs
Social Needs
Security Needs
Physiological Needs

35.  Level I - Physiological needs are the most basic
human needs.
 They include food, water, and comfort.
 The organization helps to satisfy employees'
physiological needs by a paycheck.
 Level II - Safety needs are the desires for security
and stability, to feel safe from harm.
 The organization helps to satisfy employees' safety
needs by benefits.

36.  Level III -
Social needs are the desires for affiliation.
 They include friendship and belonging.
 The organization helps to satisfy employees' social
needs through sports teams, parties, and
celebrations. The supervisor can help fulfill social
needs by showing direct care and concern for
employees.

37.  Level IV
 Esteem needs are the desires for self-respect and
respect or recognition from others.
 The organization helps to satisfy employees'
esteem needs by matching the skills and abilities
of the employee to the job.
 The supervisor can help fulfill esteem needs by
showing workers that their work is appreciated.

38.  Level V
 This level represents the culmination of all the lower,
intermediate, and higher needs of human beings. In
other words, the final step under the need hierarchy
model is the need for self-actualization. This refers to
fulfillment.

39. McClelland’s Need Theory:
 McClelland’s need-theory is closely associated with
learning theory, because he believed that needs are
learned or acquired by the kinds of events people
experienced in their environment and culture. His
theory focuses on Murray’s three needs; achievement,
power and affiliation

40. Need for Achievement
 This is the drive to excel, to achieve in relation to a set
of standard, and to strive to succeed. In other words,
need for achievement is a behaviour directed toward
competition with a standard of excellence. McClelland
found that people with a high need for achievement
perform better than those with a moderate or low need
for achievement, and noted regional / national
differences in achievement motivation.

41. Need for Power:
 The need for power is concerned with making an
impact on others, the desire to influence others, the
urge to change people, and the desire to make a
difference in life. People with a high need for power are
people who like to be in control of people and events.
This results in ultimate satisfaction to man.

42. Need for Affiliation:
 The need for affiliation is defined as a desire to
establish and maintain friendly and warm relations
with other people’. The need for affiliation, in many
ways, is similar to Maslow’s social needs.

43. McGregor’s Participation Theory
 Douglas McGregor formulated two distinct views of
human being based on participation of workers. The
first basically negative, labeled Theory X, and the
other basically positive, labeled Theory Y.

44. Theory X is based on the following
assumptions:
1. People are by nature indolent. That is, they like to
work as little as possible.
2. People lack ambition, dislike responsibility, and prefer
to be directed by others.
3. People are inherently self-centered and indifferent to
organisational needs and goals.
4. People are generally gullible and not very sharp and
bright.

45. On the contrary, Theory Y assumes
that:
1. People are not by nature passive or resistant to
organisational goals.
2. They want to assume responsibility.
3. They want their organisation to succeed.
4. People are capable of directing their own behaviour.
5. They have need for achievement

46. How to Motivate your Employees
 Create a friendly work environment.
 Your employees spend a large amount of time of their
lives working in the office. So try to make the office
look as friendly and appealing as possible.
 Acknowledge employees’ achievement
 Everyone wants to be recognized for something they
have done; regardless if it was for a work or personal
achievement. The acknowledgement of a job well done
coming from upper management will mean more to an
employee than you think

47.  Rewarding employees
 There will be times when it takes more than just a pat
on the back. Try giving simple incentives when
rewarding engaged employees.
 Positive communication is the key
 Everyone communicates at work and it is probably the
easiest thing you can do with your employee. Yet it can
also be the most difficult. Spend a short period of time
each day to have a word with your employees;
discussing things from concerns to ideas.

48.  Encourage friendly competition
 A little competition among the employees would not
hurt. A competitive environment is a productive
environment. Encourage employees to participate in
competitions or challenges as it is healthy
 Have a meaningful and worthwhile goal
 Managers should ensure that the company has a vision
and plan at a corporate and individual level.
Employees who have a path set before them that may
lead to promotion can work towards a goal.

49.  Create a career path
 When employees have an idea of what is provided or
what the incentives are, they become further
motivated. They have opportunities to learn new skills.
 Be a leader worth following
 As a leader, employees are going to look to you to set
an example for the rest of the group. Leaders tend to
be setting a tone and values for the company. By doing
so, it could have a meaningful effect

50.  Encourage creativity
 Creativity does not have to be based on the work that
the employees are doing. It could be simple task like
giving ideas on the next company retreat or team
building exercises.
 Encourage team work
 Try to remove any bureaucracy and hierarchy within
the company and create an ‘openness’ to new ideas at
any level and working together as a team keeps
employees motivated.

51.  Welcome all ideas
 Everyone is unique and unpredictable and each with
individual desires and some with complicated ideas
 Don’t let employees become bored
 Some employees have a short attention span. Host a
cupcake bake-off, plan a happy hour every Friday, have
company lunches together in the office on alternate
Wednesdays

52. How to create motivating climate
 Motivate yourself before you motivate your subordinates.
 Keep organizational Goal with individual Goal.
 Know the motivators of your subordinates.
 Appreciation.
 Transparency.
 Rewards
 Management loyalty.
 Good infrastructure.
 Delegation.
 Personal meeting.
 feedback

53. Communication

54. Communication
 Communication is the exchange of thoughts,
messages, or information, as by speech, visuals,
signals, writing, or behaviour.
 Derived from the Latin word "communis", meaning to
share. Communication requires a sender, a message,
and a recipient.
 The communication process is complete once the
receiver has understood the message of the sender

55. Definitions
 “Communication is purposive exchange resulting in
workable understanding and agreement between the
sender and receiver of the message”
 -George Verdman
 “ Communication is interchange of thoughts ,
opinions or information , by speech , writing or signs.”
 -Robert Anderson

56. COMMUNICATION PROCESS
 In simple words, communication is an informational
and interpretive process in which the message or
information travel from the source of information to
the receiver though a route called channel.

58. Steps of communication process
 Sender( information source)
 Encoding the message.
 Channel
 Decoding the message( receiving the message)
 Feed back

59.  Sender: communication process begins with
information source. The information source has some
raw information , which he puts into a message form,
before communicating , the message is encoded.
 Encoding: Means the message is given a shape or
structure which can convey meaning to others. For
example, the message may be put in words- written or
spoken , expressed through gestures, body
movements.

60.  Channel: channel is the route or medium chosen to
convey the message from the information source (
sender) to the receiver .
 Types of channels
 Written :letters, circulars , notices ect.
 Oral: conversation during –group discussions,
meetings ,face to face interaction , interviews lecture ,
telephone talk ect.

61.  Visuals: pictures , posters , slides etc.
 Body movements: movement of hands, legs etc.
 Audio-visual: documentary films, television
programmes.
 Tele communication: E-mail, satellite.

62.  Receiver/ decoding: receiver is the person or target
group who receives the message .

63.  Feedback: if the message is interpreted and
understood in the same manner as intended by sender,
the receivers response indicates positive impact the
chain of communication process completes. In case of
misunderstanding , and doubts in the interpretation
of the message. These are classified through feedback,
by receiver to the sender of message.

64. Formal communication & informal
communication
 Formal communication: it is an official
communication which follows line of authority and
flows from higher authority . Institutional policies ,
orders, notices , circular reports and other official
information is transmitted to the staff members
through channels of authority.
 Formal communication is termed as vertical
communication.

65.  In this , the communication is either upward or
downward direction as shown in figure.
principal
Staff

66. Informal communication
 Informal communication is an unofficial . Eg chat,
gossip .
staff staff

67. Classification of communication
 A) classification according to the number of persons .
 1) Intrapersonal communication.
 2) Interpersonal communication.
 3) Group communication
 4) Mass communication

68.  B) classification based on the medium used
 1)verbal communication.
 2) non verbal communication.
 C) classification based on flow of information.
 1) vertical communication.
 2) horizontal communication

69.  D) classification based on way.
 One way communication.
 Two way communication.

70. Interapersonal communication
 In interapersonal communication the person talk to
one’s own self . It involves thinking , imagining and
solving problems, meditation. interapersonal
communication takes place in the mind of a person
through his own sensory system of the body.

71. interpersonal communication
 Interpersonal communication states the interaction
between two or more people. This type of
communication is more effective and influential than
any other form of communication.

72. Group communication
 It can be small or large group of communication
depending upon the objective of communication and
the message to be delivered.

73. Mass communication
 Mass communication works when a message has to
travel from its source to large number of people over
distance . Some of mediums are used to form link
between the sender and the receiver.
 Print media: newspapers.
 Electronic media: radio and TV

74. Techniques of communication
 A) verbal communication: verbal communication
means communicating with the medium of spoken
words. verbal communication is of two type:-
 Written communication & spoken communication.

75.  B)Non verbal communication .
 Non verbal communication is exchange of information
without using the language of worlds . It means a
wordless message conveyed through all other acts. Eg
body movements, facial expression ect.

76. Two way communication
 Two way communication is a way to ensure that both
the receiver and the sender of the message share
information with the same understanding

77. One way communication
 In one way communication the information is passed
on the sender to receiver through the medium of
verbal , non verbal .
 Eg. Public speech. Writing books.

78. Barriers of communication
 Barriers prevent us from understanding others
thoughts and ideas and thereby achieving effective
communication.

79. Commonly experienced barriers to
communication
 Physical barriers.
 Language barriers.
 Culture barriers.
 Perceptual barriers.
 Interpersonal barriers.
 Stereotyping
 Muddled message.
 Emotional barriers.
 Wrong channel

80. Physical barriers
 Physical barriers in the process of communication
include noise & space.
 The process of noise is related to any interference
which prevent transmission of message from the
sender to the receiver.
 Eg noise from printing machine.

81. Language barrier
 Common language used by two interacting persons or
group of people facilitate easy exchange and
understanding other views.
 Speaking unfamiliar language and use of different
expression cause understanding the message.

82. Cultural barriers
 These are difference in dealing with areas like space,
touch and eye contact . There are many misconception
in reference to these areas while communicating with
people from different culture.
 Space: distance of space required between two persons
is culturally determined.

83. Perceptual barriers
 Perceptual barriers appear when the sender and the
receiver interpret the message differently according to
their own perceived ideas and cause communication
gap in the message sent and message received

84. Interpersonal barriers
 Interpersonal communication take place between two
or more person.
 Eg.
 Withdrawal: the person shows disinterest in
maintaining interpersonal contact with others.
 Negative attitude :
 Lack of common understanding :
 Lack confidence :

85. Stereotyping barriers
 Stereotyping is an oversimplified idea of the typical
characteristics of a person , group and an events.

86. Muddled message
 Muddled means a poorly organized and confusing
message.

87. Emotional barriers
 Emotion like fear , worry ,anxiety , suspicion, anger ,
excitement ect. Prevent the communicator to freely
exchange the views.

88. Wrong channel
 Selection of wrong channel of communication
prevents prevent perception and assimilation of the
transmitted message.

89. Characteristics of facilitative
effective communication
 Positive approach.
 Communication skill.
 Clear message.
 Language.
 Accept reality of miscommunication.
 Objective oriented communication.
 Listening.

90. Leadership
 Introduction :
 The successful organization has one major attribute
that sets it apart from unsuccessful organizations , that
is a dynamic and effective leadership.
 A leadership involved in overall coordination.

91. Leadership
 The leadership has the origin with the word ‘lead’
means ‘to go’ means ‘to Guide’.

92. Definitions
 It is the process of influencing the activities of
organized group in its efforts towards the goal setting
and goal achievements.
 It is acts by persons which influence other persons in a
shared direction .
 The process by which an agent induces a subordinate
to behave in a desired manner.

93. Features of leadership
 It is continuous process.
 Leaders try to influence the behavior individual and
group.
 Leadership is the part of management.
 The followers works willingly and enthusiastically to
achieve those goal.
 There is a relation between leader and the
subordinate.
 Leaders gives recognition and importance to
individual.

94. The Nature of Leadership
 People who can influence the behaviors of
others without having to rely on force.
 People who are accepted
as leaders by others

95. Leaders vs. Managers
 Innovate
 Focus on people
 Inspire trust
 Have a long-range view
 Ask what and why
 Have eyes on horizon
 Originate
 Do the right thing
 Leadership is part of
management
 Administrate
 Focus on systems and
structures
 Rely on control
 Have a short-range view
 Ask how and when
 Have eyes on bottom
line
 Initiate
 Do things right
 Management is a wider
team.

96. Effective leadership
 Effective leadership is vital to provide guidance for
solving complex problems related to nursing care
delivery. It is critical in delivering high quality care ,
ensuring patients safety and facilitating positive staff
developments.

97. Importance of effective leadership
 Nurse leaders manager can handle the situations
effectively.
 The work out put and quality of work can be improved.
 The nurse job satisfaction and morale can be
increased.
 There will be healthy work environments.
 Positive out come for organization .
 For achieve the high standards of patient care.

98. Out come of leaderships
I. Job satisfaction .
II. Satisfaction with their leader.
III. Satisfaction with job mobility , job security ,
financial rewards and time to spent with the patient
.

99. QUALITY OF AN EFFECTIVE LEADER
 Knowledge of self.
 Leader should have self awareness and own strength
and weakness.
 Personality characteristics .
 Initiative , innovative , ambitious , persistence , self
confidence , good communication skill , decision
making ect

100.  Managerial competencies .
 This include social power , vision and goals,
communication , conflict resolution , motivation ,
interpersonal relationships , problem solving abilities ,
emotional intelligent , human recourse developments
qualities.

101. Qualities required for a nurse
leader
 Use problem solving approach .
 Maintain group effectiveness.
 Develop group identification.
 Be dynamic , passionate , have emotional influence on
other people.
 Be solution focused and seek to inspire others.
 Design work place systems that brings good patient
out come.
 Be involves organizational decision making .

102. LEADERSHIP STYLE
 The literature revealed that the nurses exhibited the
following styles
 Relationally focused leadership styles.
 These includes the transformational leadership style ,
individualized consideration and resonance
leadership.

103. Transformational leadership style
 The leader motivates others to do more than they
originally intended and often more than they through
possible.


104. Individualized consideration
 The leadership focuses on understanding the needs of
each follower and works continuously to get them to
their full potential .

105. Resonant leaderships style
 That inspires , coaches , develops and includes others
even in the face of adversity . This type of style is based
on the emotional intelligence of the leader.

106. Task focused (non relationally
focused) leadership style
 This includes :
 Active management by Exception :
 It focuses on monitoring task execution for any
problems that might arise and correcting those
problems to maintain current performance .

107. Laissez faire styles
These are similar in that they are conceptualized as
passive e avoidance of issues , decision making and
accountability .

108. Transactional leadership
 it emphasizes the transaction or exchange that take
place among leaders , colleagues and followers to
accomplish the works .

109. Dissonant leadership style
 This is characterized by commanding style for
promote the staff success .

110. Instrumental leadership
 It focuses on the strategic and task oriented
developmental function of leaders .

111.  According to modern concepts, control is a foreseeing
action whereas earlier concept of control was used only
when errors were detected. Control in management
means setting standards, measuring actual
performance and taking corrective action. Thus,
control comprises these three main activities.

112. Definition
 Controlling is the measurement and correction of
performance in order to make sure that enterprise
objectives and the plans devised to attain them are
accomplished.

113.  According to Brech, “Controlling is a systematic
exercise which is called as a process of checking actual
performance against the standards or plans with a view
to ensure adequate progress and also recording such
experience as is gained as a contribution to possible
future needs.”

114. Characteristics of Control
 Control is a continuous process
 Control is a management process
 Control is embedded in each level of organizational
hierarchy
 Control is forward looking
 Control is closely linked with planning
 Control is a tool for achieving organizational activities

115. Process of Controlling
 Setting performance standards.
 Measurement of actual performance.
 Comparing actual performance with standards.
 Analysing deviations.
 Correcting deviations.