Definition of Management

• Management is defined as the process by which a co-operative group directs

action towards common goal.

(Joseph Massie 1973)

• Management is principally the task of planning, co-operating, motivating and

controlling the efforts of others towards a specific objective.

(James Lunde 1968)

Meaning of Directing
• 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.

Definition of Directing
• Direction means giving the order to start the operation for the implementations of
a policy or plan.

Nature of Direction
• It is the managerial effort that is applied for guiding and inspiring the working
team to make better accomplishments in the organization.

• It is also concerned with fulfilling the needs of the subordinates like physiological
needs, protective needs, social needs and egoistic needs.

• Direction is the guidance, the inspiration, the leadership of these men and
women that constitute the real core of the responsibilities of the management.

Components of the directing phase

1. Creating a motivating climate.
2. Establishing organizational communication.
3. Managing conflict.
4. Facilitating collaboration.
5. Negotiating.
6. Complying with union and legal constraints affecting management.
Introduction of Motivation
• The word motivation is derived from a Latin word MOVERE, which means to
propel or to move.

• Motivation is that internal force that pushes an individual to move toward a goal.

• Thus motivation helps the person to initiate some activity.

Definition of Motivation
Motivation is defined as the force within the individual that influences strength or
direction of behavior. (Mills 1998)

Motivation refers to the states within a person or animal that drives behavior
towards some goal. (King and Morgan 1975)

Intrinsic Vs Extrinsic Motivation

Intrinsic motivation to achieve is directly related to a person’s level of
aspiration.
Parents and peers play major roles in shaping a person’s values about
what he or she wants to do.
Cultural background also impacts intrinsic motivation.
Extrinsic motivation is motivation enhanced by the job environment or
external rewards.
The reward occurs after the work has been completed.

Creating a motivating climate

• The climate created by the organization’s beliefs and attitudes, the supervisor or
unit manager also has a tremendous impact on motivation at the unit level.

• Interpersonal relations between employees and their supervisors are critical

factors affecting job satisfaction.

• Although managers cannot directly motivate employees, they can allow the free
expression of innovation and creativity, which stimulates individual motivation.

For proper motivation among employees, the manager has to create

1. Conditions where workers energies are not extended totally in meeting
their basic needs.
2. A climate for inter-dependent work rather than dependency.
3. A competitive climate through recognition of good work.
 4. A productive climate through personal example.
5. A climate approach and problem solving rather than avoidance.
6. Motivate individually through guidance and counseling.

Essential strategies to create a motivating climate for employees

• Have a clear expectation for workers and communicate these expectations
effectively.

• Be fair and consistent when dealing with all employees.

• Be a firm decision maker using an appropriate decision making style.

• Develop the concepts of teamwork and group goals and projects that will build a
team spirit.

• Integrate the staffs needs and wants with the organizations interest and purpose.

• Know the uniqueness of each employee. Let each know that you understand his
or her uniqueness.

• Remove the traditional blocks between the employee & the work to be done.

• Provides experiences that challenge or stretch the employee & allow opportunity
for growth.

• When appropriate, request the participation & input from all subordinates in
decision making.

• Whenever possible, give subordinates recognition & credit.

• Be certain that employees understand the reason behind decisions & actions.

• Reward desirable behavior; be consistent in how you handle undesirable

behavior.

• Let employees exercise individual judgment as much as possible.

• Create a trustful & helping relationship with employees.

• Let employees exercise as much control as possible over their work

environment.

• Be a role model for employees.

Role of manager /administrator in creating a motivating environment
• Recognize each worker as a unique individual who is motivated by different
things.

• Identify the individual & collective value system of the unit; & implement a reward
system that is consistent with those values.

• Encourage the workers to stretch themselves in an effort to promote self growth

& self actualization.

• Maintain a positive image as a role model to subordinates in the clinical setting.

• Encourage monitoring, sponsorship & coaching with subordinates.

• Devote time & energy to create an environment that is supportive & encouraging
to discouraged individual.

• Develop a unit of philosophy that recognizes the unique worth of each employee
& promotes reward systems that make each employee feel like a winner.

Functions of manager /administrator in creating a motivating

environment
• Use legitimate authority to provide formal reward systems.

• Use positive feedback to reward the individual employee.

• Develop unit goals that integrate organizational & subordinates needs.

• Maintain a unit environment that eliminates or reduces job dissatisfies.

• Promote a unit environment that focuses on employee movatrors.

• Create the tension necessary to maintain productivity while encouraging

subordinates job satisfaction.

• Clearly communicate expectations to subordinates.

• Assigns work duties commensurate with employees’ abilities.

Methods of motivating employees
There is no direct method which can be used for motivating the employees.

Following are the sum of well known factors which be borne in mind.

 People are motivated themselves, depending upon their self-scheme & their
expected image. The image of an individual of what he would like to be plays a
very important role in the process of motivation. An individual whose present
image in less than he desires , will normally motivated towards achievements to
reduce the image gap.

 People desire & ability to achieve. An individual capacity to achieve, social

sensitivity, creativeness, mental ability & his total achievement. The ability and
desire to achieve, therefore, must be considered in order to create a sustained
motivation.

 Beliefs, desires abilities to modify & control the behavior patterns. The manager’s
function is to help his subordinate to understand his motivational pattern and to
provide the environment in which he can achieve objectives.

 People basically can motivate themselves & seldom motivated by others. There
is a need for creation of an atmosphere that will spark the individual to greater
achievements.

Guidelines for improving the organizations atmosphere

• Establish clear cut objectives & standards.

• Elevate the performance against these standards.

• Discuss with subordinates about the progress.

• Consider your expectation for the man in terms of his capacity.

• Take prompt & collectivity action including discipline.

• Encourage & appreciate the excellence among your people.

• Recognize the man with talent but also appreciate of the less talented man.

• Try to assign immediate goals to gather with the feeling of achievement.

• Give the man difficult & challenging assignments on occasions.

Theories of motivation
• Maslow’s theory of need hierarchy.

• Hull’s drive theory

• Psychoanalytic theory

• Skinner conditioning theory

Maslow’s Hierarchy Theory of Motivation

•  Psychologist Abraham Maslow defined basic human needs as a hierarchy, a
progression from simple physical needs to more complex emotional needs.

• According to Maslow, basic human needs are organized into hierarchy. The
primary basic needs are at base and secondary needs are higher toward the
apex of the pyramid.

• Maslow has set up a hierarchic theory of needs. Maslow basic needs are follow-
 1. PHYSIOLOGICAL NEEDS –
These are biological needs. They consist of needs for oxygen, food,
water, and a relatively constant body temperature. They are the
strongest needs.
2. SAFETY NEEDS-
When all physiological needs are satisfied, the needs for security can
become active. Adults have little awareness of their security needs
except in times of emergency or periods of disorganization in the social
structure.

3. NEEDS OF LOVE, AFFECTION AND BELONGIGNESS –

When the needs for safety and for physiological well-being are
satisfied, the next class of needs for love, affection and belongingness
can emerge.
4. NEEDS FOR ESTEEM -
When the first three classes of needs are satisfied, the needs for
esteem can become dominant. Humans have a need for a stable,
firmly based, high level of self-respect, and respect from others.
When these needs are satisfied, the person feels self-confident and
valuable as a person in the world.
5. NEEDS FOR SELF ACTULIZATION –
When all of the foregoing needs are satisfied, then and only then are
the needs for self-actualization activated

Psychoanalytic theory
• Sigmund Freud formulated this theory have three components id, ego and
superego.

• Id work on pleasure principal or unconscious.

• Ego work on reality principal.

• Superego is the ethical and moral values of a person.

• Usually a conflict rises between id and superego which should be resolved by

ego because ego is rational in nature.

Hull’s drive theory

• This theory was formulated by Hull. Here the relationship between motivation and
performance is in focus.

• As Hull was a mathematician he tried to give this theory with a mathematical

equation that is why it is also called Mathematic-Deductive Theory.
• There are four factors which determine the performance or action of a person
these are drive, habit, probability and inhibition.

• Four factors are shown in relation with each other in a mathematical equation as
follow :

D × H × P – I = Performance

D = Drive

H = Habit

P = Probability

I = Inhibition

BIBLOGRAPHY

 Bessie L. Marquis & Carol J. Huston. Leadership roles and management

function in nursing. 2000. 3rd edition. Lippincott publisher. Pp 282- 95.
 Basavanthappa BT. Nursing Administration. 2002. 1 st edition. Jaypee
brother publisher. Pp 21, 31, 37,109-12.
 Basavanthappa BT. Nursing Administration. 2009. 2nd edition. Jaypee
brother publisher. Pp 212 – 27.

SEMINAR
 ON
Motivation
SUBJECT:-Nursing Administration

SUBMITTED ON:- 14-09-2011

SUBMITTED TO:-Mrs. Nilavansa Begum

Associate professor
SGL College of nursing

SUBMITTED BY:- Navneet kaur

Roll no-16
M.Sc (N) 2nd year