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NCM 119 | PRELIM SPUI | BSN 4 | ABMO 1st Semester 3. Compare and contrast options and their ➔ Delegating at the wrong time, to a consequences (SWOT) wrong per...

NCM 119 | PRELIM SPUI | BSN 4 | ABMO 1st Semester 3. Compare and contrast options and their ➔ Delegating at the wrong time, to a consequences (SWOT) wrong person for a wrong reason. 4. Make a decision (rank alternatives) ➔ Delegating tasks/responsibilities 5. Implement the plan that are beyond the person to whom 6. Evaluate results the task is delegated. ➔ Delegating decision making without PITFALLS IN DECISION MAKING providing adequate information. Decision based on first impression – leads to confirmation biases. STRATEGIES FOR SUCCESSFUL DELEGATION Overconfidence. Plan ahead Illusory correlation. Identify necessary skills and education Lower tolerance to risks. levels to complete the delegated tasks. Select capable personnel. Individual Variations in Decision Making Communicates goals clearly. Gender Empower the delegate. Values Monitor the role and provide guidance. - Life experiences Evaluate performance. Individual preferences Reward accomplishment. Individual way of thinking Set deadlines and monitor progress. Problem-Solving MATTERS THAT CANNOT BE DELEGATED systematic process that focus on analyzing Overall responsibility, authority, a difficult situation and deciding a decision accountability for satisfactory completion of to solve a problem. activities. Authority to sign one’s name. DELEGATION Evaluating the staff or taking corrective or - Transferring the responsibility of performing disciplinary action. a nursing activity to another person while Responsibility for maintaining morale or the retaining accountability for the outcome opportunity to say a few words of (ANA & NCSBN). encouragement to the staff especially the - Delegate in advance. new ones. - Consult before delegating. Jobs that are too technical and those that - Avoid gaps and overlaps. involves trust and confidence. 5 RIGHTS OF DELEGATION SUPERVISOR 1. Right tasks Middle level manager. 2. Right circumstances Oversees the work. 3. Right person Guidance and direction. 4. Right direction 5. Right level of supervision CHANNELS OF COMMUNICATION Upward Communication – the manager is Common Delegation Errors a subordinate to higher management. 1. Under delegating Downward Communication – The manager 2. Over delegating relays information to subordinates. 3. Improper delegating Horizontal Communication – Managers interact with others on the same 1. UNDER-DELEGATING hierarchical level as themselves who are ➔ Fear of being perceived as incapable managing different segments of the of completing the tasks. organization. ➔ A need to do it all yourself. Diagonal Communication – the manager ➔ Lack of trust in others to do the job interacts with personnel and managers of right. other departments and groups who are not ➔ You enjoy the tasks the should be on the same level of the organizational delegated. hierarchy. ➔ Lack of skills in delegation. Grapevine Communication – Flows quickly ➔ Waiting too long to delegate a task. and haphazardly among people at all 2. OVER-DELEGATING hierarchical levels and usually involves three ➔ Managers are poor in managing or four people at a time. time, lack of organizational skills. Assertive Communication – Allows people ➔ Insecure in the ability to perform the to express themselves in direct, honest, and task. appropriate ways that do not infringe on 3. IMPROPER DELEGATION another person’s rights. ➔ Manager lack basic management skills. 15  NCM 119 | PRELIM SPUI | BSN 4 | ABMO 1st Semester Passive Communication – Occurs when a Designing Motivating theory person suffers in silence although he or she Equity theory may feel strongly Expectancy theory Aggressive Communication – Is generally direct, threatening, and condescending. Essential Strategies to create motivating climate Passive-Aggressive Communication – Is 1. Clear expectations of workers an aggressive message presented in a 2. Fair and consistent when dealing with passive way. This person feigns withdrawal employees in an effort to manipulate the situation 3. Firm decision maker 4. Concept of teamwork SBAR (SITUATION, BACKGROUND, ASSESSMENT, 5. Create a condition where workers energies RECOMMENDATION) are not extended totally in meeting their - A verbal tool that provides a structured, basic needs orderly approach in providing accurate 6. a climate for interdependent work relevant information in emergent patient 7. Know the uniqueness of each employees. situation as well as routine handoffs. 8. Allow opportunity for growth. 9. Give recognition and credit. COMMUNICATION TOOLS 10. Reward desirable behavior. S (Situation) – Introduce yourself and the 11. Create A Trustful And Helping Relationship patient and briefly state the issue that you 12. Role models to employees. want to discuss. 13. Clearly communicate expectations. B (Background) – Describe the background 14. Assign work commensurate with worker’s date, medical diagnosis, and treatment to abilities. date). A (Assessment) – Summarize the patient’s Time Management condition and state and what you think the refers to managing time effectively so that problem is. the right time is allowed to the right activity. R (Recommendation) - Identify any new The goal of time management is to find a treatments or changes ordered and provide balance between all the things you need opinions or recommendations for further and want to do. action. Why time management MOTIVATION ★ For improved performance Process by which a person’s effort are ★ Improved production energized, directed, and sustained towards ★ Goal achievement attaining a goal. ★ Effectiveness Internal feeling of arousing action and ★ Efficiency sustaining the activity or behavior. ★ Stress reduction FACTORS THAT INITIATES AND DIRECTS Time Management BEHAVIOR making optimal use of available time Positive incentives - salary promotion and Technique designed to assist with bonuses completing tasks within a definite time Negative incentives - punishment period Motivation 3 key Elements The ability to anticipate the day’s activities. ○ Energy To combine activities when possible and to ○ Direction be uninterrupted by non-essential activities. ○ Persistence The act or process of stimulating an action, How to use time effectively providing an incentive or motive, especially effective planning for an act. Setting goals and objectives Setting deadlines Theories of Motivation Delegation of responsibilities Content Theories Prioritizing activities as per their Emphasis on what motivates individuals importance ○ Maslow’s need Hierarchy …. ○ Macgregor’s Theories X & Y ○ Herzberg’s two factors theory 10-Best Time Management Tips for Nurses 1. Get into the habit of arriving early Process Theories 2. Make a note Emphasis on actual process of motivation 3. Estimate how long it will take Three needs Theory (McClelland) 4. Prioritize Goal setting theory 5. Avoid tasks that aren’t on your list YReinforcement theory 6. Learn to say NO 16