Motive Need or desire that incites and directs a person’s actions. Motivation A force within the individual that influences strength or direction of behavior. - Mills
INTRINSIC vs. EXTRINSIC MOTIVATION
Intrinsic Motivation Comes from within the person driving him/her to be more productive. It’s directly related to a person’s aspirations and goals in life shaped earlier on by parents and peers.
Extrinsic Motivation Enhanced by the environment or external rewards.
MOTIVATIONAL THEORIES
A. Need Theory
1. Abraham Maslow’s Hierarchy of Needs Shows people are motivated to satisfy certain needs beginning from basic physiological needs to complex psychological needs. Sel f- Act ual iza tio Esteemn
Belonging
Safety and Security
Basic Physiologic Needs
2. The Two-Factor Theory
2.1 Dissatisfiers Hygiene factors relate to working conditions, these are growth producing motivations for employees and prevent lost productivity due to dissatisfaction. 2.2 Satisfiers Motivating factors relate to the job itself and include opportunities for growth and development and advancement.
3. McClelland’s Three Basic Needs Theory
3 Basic Needs by David McClenlland (1961;1976)
3.1 Achievement 3.2 Power 3.3 Affiliation B. Expectancy Theory (Victor Vroom 1964) Indicates that felt needs of individuals in work settings are increased if a person perceives positive relationship between effort and performance.
C. Operant Theory (B.F. Skinner 1969) Suggest that an employee’s work motivation is controlled by conditions in the external environment instead of internal needs and desires.
D. Equity Theory (Jo Stacy Adams 1960) Found out that employees assess fairness by considering their input and psychological, social and financial rewards in comparison with those of others.
COMMUNICATION
Communication The transmission of information, opinions, and intentions between and among individuals.
Principles of Effective Communication 1. Clear lines 2. Simple, exact and concise messages 3. Feedback is essential 4. Best in supportive environment 5. Manager’s communication skills 6. Adequate and timely communication
Types of Communications
1. Verbal 2. Written 3. Non-verbal 3.1 Personal Appearance 3.2 Intonation of voice 3.3 Facial expression 3.4 Posture and Gait 3.5 Touch Lines of Communication
UPWARD To Superior
OUTWARD HORIZONTAL To patient, Family, and To peers and Nurse Community Members of the Health Team s To Worker's Family and Friends
DOWNWARD To Subordinates
COORDINATION Unites personnel and services toward a common objective.
Coordination with: 1. Medical Service 2. Administrative Service 3. Laboratory Service 4. Radiology Service 5. Pharmacy Service 6. Dietary Service 7. Medical Social Service 8. Medical Record Service 9. Community Agencies, Other Institutions, and Civic Organizations
STAFF DEVELOPMENT One aspect of human resource management 1. Orientation Refers to the planned and guided activities of an employee in the organization, the work environment and his/her job. 2. In-Service Education Includes all on the job instructions that are given to enhance the employee’s recent job performance. 3. Specialty Courses 4. Formal Education PNA of 2002, RA 9173 specifies that Nursing Administrators and those engaged in nursing education and training programs should have a Master’s Degree in Nursing, not only for promotion but also for career development.
ETHICAL DECISION MAKING 5 Steps 1. Definition of the Problem 2. Analysis of the Problem 3. Development of Alternative Solutions 4. Selecting the solution 5. Implementation & Evaluation
4 Major Management Functions 1. Planning 2. Organizing 3. Staffing 4. Controlling
CONFLICT MANAGEMENT
Conflict Inevitable as change in any organization Is a warning to managers that something is wrong and needs solution through problem solving and clarification of objectives, establishment of group norms and determination of group boundaries.
Sources of Conflicts Arises from differences in knowledge, skills, values, interest; scarcity of resources; intergroup rivalry for rewards, etc.
Types of Conflicts 1. Convert Conflict more dangerous because it is not what it appears on the surface. 2. Vertical Conflict Differences in opinions between superiors and subordinates are caused most often by inadequacy in communication, opposing interest, and lack of shared perceptions and attitudes. 3. Horizontal or line and staff conflict Common struggle or strife between departments or services wherein the degree of interdependence and collaboration determines the success in achieving shared goals and objectives.
Conflict can be viewed from: 1. Behavioral Standpoint “perceived condition exist between two parties 2. Process Standpoint “What occurs when real or perceived conflict exist in goals, values, ideas, attitudes, beliefs, feelings, or action of two or more parties.