NCM 207 A (Midterm) No.

2 1

C. Bases for Power

POWER The ability and willingness to influence anothers behavior for the sake of producing intended effects. When power is not linked to a worthwhile goal, it is used as a personal possession, and becomes evil. The essence of power is the ability to cope with lifes demands; to impress ones will on external events, to achieve significance in the total schemes of things. The ability to do or act, results in achievement. Ability to modify behavior & influence others to change even if others are hesitant to change. NURSES use power to improve delivery of care and to enhance their profession. POWER that is EFFECTIVE is POWER that is SHARED In order to acquire power, maintain it, and use it effectively, a manager must recognize power sources and know the types of power needed to effect change. There are six bases of social power common in organizations. 1. Reward power is based upon the incentives the leader can provide for group members to influence behavior by granting rewards. For example, a nurse manager may have considerable influence in determining a vacation time of a staff nurse and give incentives or recommendations. 2. Punishment, or coercive power is based in influencing behavior through the negative things a leader might do to individual group members or the group as a whole by withholding rewards or applying sanctions. Example, giving undesirable job assignment or salary cut. 3. Information Power is based upon who knows what in an organization and the degree to which they can control access to that information by other individuals. Example, a nurse manager has private ground to information obtained at meetings with the nursing director or through other informal channels of communication that either are not available to or are unknown to members of staff nurses. 4. Legitimate Power stems from the group members perception that the nurse manager has a legitimate right to make a request; based on the authority delegated to the nurse manager by virtue of his her/his job and position within the management hierarchy. 5. Expert Power is based upon particular knowledge and skill not possessed by staff members. Nurse managers, by virtue of their experience and, possibly, advanced education, frequently qualify as the persons who know best of what to do in a given situation. For example, newly graduated nurses might look to the nurse manager for advice regarding particular procedures or for help in using equipment on the unit. 6. Referent Power- is based upon admiration and respect for an individual as a person. Time Management Time is a non-renewable resource. Time Management refers to the technique for allocating ones time through setting of goals assigning priorities, identifying and

NCM 207 A (Midterm) No. 2 2

eliminating wasted time and using managerial techniques to reach goals efficiently. (Venzon, 2003) Effectively means that the care the nurse gives makes the situation better. Efficiently means that the nurse gives care in an organized pattern that maximizes the use of time, resources , and effort. Principles of Time Management 1. Anticipates problems that will arise from the actions without thought and crisis on the resources to solve the problem. 2. There should be prioritizing, sequencing of tasks according to the importance of tasks. 3. Deadlines be set and adhere to it. 4. Deferring, postponing or even putting off decisions, actions, and activities can become a habit. Avoidance of this can increase opportunities and productivity. 5. Delegation will be based on judgment, facts and experience. Maximize Managerial Time 1. Set goals determines the short, medium and long-range goals. Which goals must be completed before others? Which will take the longest to achieve? Setting priorities helps resolve goal conflict. 2. Once you have determined and ranked your goals plan strategies to achieve them 3. Plan schedule 4. Improve reading 5. Improve memory Planning time arrangements Events are arranged in daily, weekly, monthly or yearly time periods.

The periodicity depends on the frequency or regularity of particular events. Time plans are written in various common forms known as : Timetable: daily or weekly regularly recurring events. Preparing a health unit time table List all activities that happen regularly each week. Then arrange them in an appropriate timetable grid. Schedule: intermittent or irregular or variable events, and where they take place. Roster: duties planned for different staff members, for different times in turn.

Conflict Management An important part of the change process is the ability to resolve CONFLICT. Means a clash between 2 opposing parties/interests. Not bad, its healthy, allows for creation of new ideas of doing things, allows for healthy discussion of different ideas. Not all disagreements become conflicts, but all disagreements have potential to become conflicts, and all conflicts involves a certain level of disagreement. Recognition on sources of type of conflict and on how to manage STRESS of the individual workers which maximizes goal attainment/achievement. Conflict is inevitable in human organizations. In health care organizations the potential for conflict is heightened because within these settings individuals must address life and death issues. They have to function both independently and interdependently within a system containing considerable role ambiguity and complex lines of authority. Sources/Factors:

NCM 207 A (Midterm) No. 2 3

Competition, domination, provocation Differences in knowledge, skills, values & interests Scarcity of resources Rivalry of rewards Role ambiguity, unworkable structure Shift of organizational climate Unacceptable leadership styles CONFLICT RESOLUTION The common approaches are: a) Avoidance the method used by the group who do not want to do something that interfere the relationship. b) Accommodation self-sacrifice, neglecting ones own needs for the benefit of the other. Used to preserve harmony and gain social credits that can be used later Focuses on points of agreement on minor problems although the real problem still exists and has to be attended to c) Collaboration giving mutual attention to the problem & utilizes the talents of the group. Focus on problem-solving to find mutually satisfying solutions Useful in situations where goals are too important to be compromised Most effective method of conflict resolution

Both parties sacrifice something, they are only partially satisfied and a lose-lose atmosphere results c.2 Competition when a supervisor nurse exerts power at the subordinates expense. Expressed through suppression of conflict through authority-obedience approach Enforces the rule of discipline An assertive position that fosters conflict resolution on the part of the subordinate Other Approaches: A. Smoothing disagreements are ignored so that harmonious relationship is maintained. There is a peaceful co-existence between the groups. Accomplished by complimenting ones opponent, downplaying differences, and focusing on minor areas of agreement, as if little disagreements exist Appropriate in solving minor problems but issues also remain unsolved and may later resurface B. Withdrawing one party is removed to resolve the issue. C. Forcing ending a conflict immediately but leaves the cause of conflict unresolved. A superior can issue orders but the superior can issue orders but the subordinate will lack commitment to the demanded action Appropriate in life or death situations but otherwise inappropriate

c.1. Compromise both parties seeks a mutual concessions, or acceptable answers for short period when the goals are not that important & with both parties that have equal power. In compromise, accommodation and adjustment lead to workable situations rather than to the best solutions

NCM 207 A (Midterm) No. 2 4

Basic Rules on Mediating Conflict 1. Establish clear guidelines and make them known to all 2. Do not postpone indefinitely. select a time that is best for all parties 3. Create an environment that makes people comfortable to make suggestions 4. Keep a two way communication 5. Stress a peaceful resolution rather than confrontation 6. Emphasize shared interests 7. Follow up on the progress of the plan Conflict management keeps conflict from escalating, makes work productive, and helps translate conflict into a positive or constructive force