MENEGEMEN KEPERAWATAN

This unit reviews the fourth phase of the management process: directing. This phase also may be referred to as coordinating or activating. Regardless of the nomenclature, this is the “doing” phase of management, requiring the leadership and management skills necessary to accomplish the goals of the organization. Managers direct the work of their subordinates during this phase. Components of the directing phase discussed in this textbook include creating a motivating climate, establishing organizational communication, managing conflict, facilitating collaboration, negotiating, and the impact of collective bargaining and employment laws on management.

            In planning and organizing, managers attempt to establish an environment that is conducive to getting work done. In directing, the manager sets those plans into action. This chapter focuses on creating a motivating climate as a critical element in meeting employee and organizational goals.

            The amount and quality of work accomplished by managers directly reflect their motivation and that of their subordinates. Why are some managers or employees more motivated than others? How do demotivated managers affect their subordinates? What can the manager do to help the employee who is demotivated? The motivational problems frequently encountered by the manager are complex. to respond to demotivated staff, managers need an understanding of the relationship between motivation and behavior.

            Motivation may be defined as the force within the individual that influences or directs behavior. Because motivation comes from within the person, managers cannot directly motivate subordinates. The humanistic manager can, however, create an environment that maximizes, the devolement of human potential. Management support, collegial influence, and the interaction of personalities in the work group can have a synergistic effect on motivation. The leader-menager must identify those components and strengthen them in maximizing motivation at the unit level.

            All human beings have needs that motivate them. The leader focuses on the needs and wants of individual workers and uses motivational strateges appropriate for each person and situation.

            Lee (2000) states that, motivation, mentoring, and empowerment aren’t just managers jargon: they should be resources you use every day (p.25). Leaders should apply techniques, skills, and knowledge of motivational theory to help nurses achieve what they want out of work. At the same time, these individual goals should complement the goals of the organization. The manager bears primary responsibility for meeting organizational goals, such as reaching acceptable levels of productivity and quality.

            The leader-manager, then, must create a work environment in which borh organizational and individual needs can be met. Adequate tension must be created to maintain productivity while encouraging subordinates’ job satisfaction. Thus, while the worker is achieving personal goals, organizational goals are being met. The leadership roles and management function inherent in creating such an environment are included in display 18.1.

            This chapter examines motivational theories that have quided organizational efforts and resource distribution for the last 80 years. Special attention is given to the concepts of intrinsic versus extrinsic motivation and organizational motivation versus self-motivation.




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