The Directing Process in Nursing Management

- Prepared by

Management skills development guide

- Introduction

introduction

Guidance is the fourth of the basic management functions and is based on motivating workers to achieve the movement of human power in the direction that achieves the goals, as the guidance function provides the climate, leadership and incentives that achieve the movement of individuals in the right direction to achieve the goals instead of being scattered in directions that hinder and limit the achievement of the goals

identification​

·     The third element of the administrative process is guidance

·     It means "issuing instructions and directions from superiors to subordinates to start work and how to accomplish it"

·     Guidance is the process of guiding subordinates in carrying out their work and raising their morale It includes guiding subordinates towards

◾  the plan

◾  organization

◾  Coordination of subordinates' work

·     Since the process of guidance is related to the interaction of the leader with his subordinates, the leader must know the personality of the workers with him, and know how to treat them in the appropriate way This comes through the communication process that must be developed among managers so that they can make individuals achieve the goals of the organization

·     Guidance is not the implementation of actions, but rather the guidance of others in the implementation of actions

·     Guidance is defined as the action during implementation, in order to face any problems, This is to ensure that work proceeds in the required manner and at the required level , which ensures that workers are directed towards achieving the goals with the highest degree of efficiency And effectiveness

Guidance on the Mentoring Process

Don't make it a power struggle Try to focus your attention - and the attention of your employees - on the goals that need to be achieved The idea is to imagine that this is the situation that the orders require, not based on the manager's whims

Avoid rough methods If you want your employees to take your instructions seriously, do this

1- Watch your words  Words can be an unreliable vehicle for your thoughts! You should also watch your

tone of voice Most people accept that a supervisor's job is to issue orders and instructions Their opposition to these orders is based on the way you issue them

2- Assume that employees understand everything  Give employees the opportunity to ask questions and discuss goals Support them by having them repeat what you have said

3- Make sure you get “feedback”  The right way Give employees who want to object to tasks the opportunity to do so while you delegate It is better to know and control opposition and misunderstandings before you start work than to wait until after 

4- Do not give too many orders  Too much information is a demotivator for workers Keep your instructions short and to the point Wait until workers have finished one task before asking them to start a second one

5- Give them only the important details  For veteran assistants, there is nothing more annoying than hearing about familiar details

6- Try not to single anyone out  It is inappropriate to punish a person by assigning him an unpleasant task Try to minimize this as much as possible

What does the steering function depend on?

The function of guidance depends on the administrative method and style through which the leader can push his subordinates to work to their maximum potential In a framework that achieves satisfaction Their desires and the achievement of their personal goals, and the president uses personal methods of motivation and encouragement, which are considered conditions of leadership

Conditions for good guidance

• Guidance and training
• Clarity
• Unify the source of guidance
• to be complete
• The directive must be enforceable

The importance of the steering function

• The importance of the function of guidance comes from the fact that good plans and effective organization alone are not sufficient to ensure that individuals accomplish the tasks assigned to them automatically or by their own will
• Management must direct individuals to complete work in appropriate ways, and management must also bear responsibility for monitoring the results of this work afterwards
• In the absence of the steering function, the project is like a car at a standstill It needs a driver to start it and drive it towards the target and on the specified path, with the control, adjustment and monitoring stage coming after that in succession

- Effective supervision

Supervision concept

• Supervision in its simplest sense means getting work done through others
• It is also reassurance that individuals are carrying out their duties and responsibilities in the required manner

• It is the effort made by the person responsible for the team to help its members perform their duties fully, push them to achieve all the desired goals, and guide them on how to overcome the problems and obstacles that may hinder them while performing their work, in addition to coordinating the efforts of the workers, transferring experiences between them, and helping them develop
• Supervision is the process of monitoring work and giving directions It is an important part of the effective follow-up process Therefore, supervision helps improve performance and achieve goals

What is effective supervision?                                                                                                                              

•  It is the implementation of work and the achievement of goals through subordinates
• It is dealing with people, getting things done, and achieving results through others
•   The practical technical element
•   Administrative element

is the ceiling of the administrative process that consists of planning, organization, implementation and evaluation The administrative supervisor is aware of the strategic goals of the organization that it seeks and accurately determines its actual reality, determines the performance gap between reality and what is hoped for, and seeks to train, qualify and motivate the workers he supervises and prepare the environment for them to achieve the strategic goals according to a carefully studied plan He periodically evaluates the extent of the achievement and seeks to continuously improve the administrative system Therefore, he has diverse knowledge, high capabilities and precise specialized skills that contribute to his success in his mission

Characteristics of good supervision

Commitment achieves the following goals

• The relationship of participation between the leader and the subordinate on the goals and methods of work
• Work as a team, encourage regular meetings and reach agreement on what is being discussed
• Fair distribution of agreed tasks
• Reward and punishment for those who deserve it or more training
• Discuss progress made and problems encountered
• Not to be biased or discriminate between workers, while avoiding favoring some workers over others
• Listening and paying attention to different points of view, especially patience when conflicts arise between employees
• Avoid group criticism
• Advice within the limits of possibilities, with clarification and the possibility of implementation
• Planning based on needs, priorities and available resources
• Awareness of the responsibilities and personal problems of all employees
• Teaching new skills and exchanging information and experiences among employees
• Providing capabilities
• Managing meetings successfully and effectively
• Create an appropriate environment to encourage employees to perform well
• Evaluate employee performance and monitor their closeness to work
• The ability to prepare for variables and present them to others, as well as prepare and deal with these variables

skills

Good supervision requires mastery of the following skills

Professional technical skills  The ability to use expertise, techniques and methods to accomplish a job

• Communication skills
• Mental skills
• Human relations skill

◾  Non-discrimination in treatment

◾  Mutual trust between supervisor and employee

◾  Stick to your guns

◾  Calm appearance in front of others

◾  Establish a personal relationship with subordinates

◾  The relationship with employees shall be on a fair and legal basis

Methods of supervision

1-     Traffic

In this method, the work of nurses is observed through

• Note the capabilities, tools and tasks
• Note the cleanliness and order of the place

2-     Personal interview

This method is used between the head nurse and the nurses in the following cases

• New Nurse Interview
• Personal interview for nursing staff

3-     Reports

4-     Meetings with the heads

5-     On-the-job training

6-      Motivation

7-     Leadership

Nursing supervision plan

The nursing staff supervision plan is divided into two types

First Long-term plan

• For new nursing staff
• For non-new nursing staff

Second Short-term plan

• weekly
• daily

Supervision principles

•        Providing the employee with information about his work and the entity he works for

•        Discussing work problems

•        Praise for a job well done

•        Use constructive criticism to improve poor performance

•        Giving subordinates a chance to demonstrate their competence in taking responsibility

•        Do not be arrogant towards your subordinates

•        Self-control

•        no You make promises you can't keep

•        no You attribute your subordinates' ideas to yourself

•        Admit your mistakes

•        Be loyal to your group members

•        Justice

•        Encourage employees to develop themselves

•        Good manners

•        How to issue commands

•        How to make decisions

Manager's duties as a supervisor  
planning           organization        Employment                  Evaluation                Review                                           Problem solving             Making decisions             Providing work requirements                     Coordination   Create a healthy work environment         Learning & Consulting      Training & Development                                                                   Motivation

Tasks Supervisor duties

Firstly General Duties

•        Giving general directions and clear instructions necessary to perform the work

•        Monitoring and supervising subordinates

•        Training subordinates on the job

•        Establishing a human relationship with subordinates based on mutual trust and common understanding

•        Leading the work team to achieve the organization's goals

secondly Work related duties

•        Planning work in the units he supervises and for the individuals working under his supervision

•        Distribute work to subordinates in a fair manner

•        Coordination with other departments

•        Ensure that work is completed on time, according to plan and according to specified standards

•        Ensure the quality of performance in terms of quantity and quality

•        Innovating new ways and methods of doing work

Thirdly  Duties related to subordinates

•        Developing the skills and abilities of subordinates

•        Delegating responsibilities to subordinates

•        Solving problems arising between subordinates

•        Motivating subordinates to develop and improve performance

•        Taking care of subordinates’ affairs, such as vacations and promotions

•        Maintaining order during work in accordance with the behavioral controls in effect in the facility

•        Employee performance evaluation

Fourth  Duties related to superiors and colleagues

•        Implementation of the facility's general policies

•        Take responsibility for the work in the department he supervises

•        Collaborate with colleagues in other departments

•        Flexibility in accepting the transfer and replacement of subordinates

Fifth Responsibilities towards oneself

- Focus on developing personal qualities (self-confidence, patience, firmness)

- Focus on developing skills and methods (delegation, team development)

Basic requirements for effective supervision

•        Ability to lead

•         Ability to motivate

•        ability to organize and evaluate work

•        Ability to review and evaluate employee performance

•        Ability to create a healthy work environment

•        Ability to solve problems and make decisions

•         Ability to train subordinates

•         Ability to plan  

•        Ability to communicate effectively

•        Ability to manage knowledge  

•         Ability to manage oneself

- Delegation

Definition of delegation

Delegation is the assignment of authority and responsibility to another person to perform specific activities, while the person delegating the work remains responsible for the results of the delegated work Delegation is a means of increasing productivity, and it also strengthens The skill of the subordinate delegated to make decisions

• The word "delegate" means that a person entrusts something to another, appoints him as his representative, or delegates responsibility or authority to him
• Therefore, delegation is the process of enabling another person to perform a task that is originally the task of the delegated person
• Delegation is also known as the transfer of authority to a competent person to perform a specific task in a specific situation, while the accountability for the results of the delegation remains with the delegating person

The importance of delegation

•        The manager is given more time for effective planning

•        The manager is given more time to complete his other administrative tasks    

•        Helps to reach effective decisions

•        Encourages subordinates to take initiative and utilize their skills

•        Develops subordinates' skills 

•        Subordinates gain confidence in themselves and their skills

Proper delegation

Proper delegation in the nursing profession has five characteristics

• appropriate task
• The right position
• The right person
• Communication and appropriate guidance
• Appropriate supervision and evaluation

Delegation steps

• Define the task to be delegated
• Select the person to whom the authorization will be given
• Task definition
• reach an agreement
• Performance monitoring
• Provide feedback

Effective delegation strategy

• Planning ahead
• Determine the skills and levels required
• Choosing the most role model
• Communicate the goal clearly to the delegate
• Enable the authorized person
• Set deadlines and monitor progress
• Provide guidance
• Performance evaluation
• Achievement reward

Successful delegation results

• Facilitate work
• Improve efficiency
• Increase employee effectiveness
• Developing employee skills
• Ensure that the right person does the job

Common mistakes in delegation

• Lack of delegation
• Over-delegation
• inappropriate delegation

Obstacles to delegation

• A person's belief that no one else can do the work
• Lack of trust in employees
• Lack of self-confidence, lack of a sense of security
• Lack of clarity in job description
• Insufficient training
• Lack of proper recruitment and selection of workers
• Time taken to explain the task
• Unwillingness to take the risks involved in relying on others
• fear of losing power
• Subordinates' resistance to delegation
• The commissioner does not know the views of his subordinates
• The amount of work delegated represents a significant challenge physically and mentally
• Subordinates believe that they are unable to complete the delegated task
• natural resistance to authority
• Over-delegation

Tasks that should not be delegated

•            Orientation of new nurses

•            Calendar

•            Signing of penalties

•            President's signature authorization

Why don't many people delegate ?

·                      Leaders' distrust of decisions made by others on their behalf

·                      Lack of efficiency of managers and their lack of awareness of the benefits of delegation

·                      Lack of competence of subordinates such that the boss cannot rely on them

·                      Lack of trust in his employees

·                      Fear of competition from workers

·                      The manager's lack of understanding of his true responsibilities and powers

·                      Fear of appearing lazy

- Effective leadership

introduction  

           Every head nurse who holds a leadership position in his field of work has his own distinctive leadership style                A leader is first and foremost a human being with personal qualities and characteristics on which his own leadership style is built Accordingly, every head of nursing staff can build and develop her leadership style using the elements and components of effective leadership and the framework of different leadership styles

What is it Leadership

It is the process of influencing the activity of individuals and groups and directing that activity towards achieving a specific goal or purpose

Note

• The concept of leadership in nursing work is to direct the activity of the nursing team and coordinate the efforts of its members in a way that ensures the achievement of the work goal and raises the efficiency among workers and the level of nursing services
• It is influencing the behavior of others to achieve a specific goal

·       It is working with others to achieve a goal

·       It is the use of one's skills to influence others to perform to the best of their abilities and skills

·       It is the interaction between individuals within an organized group towards achieving a goal

• It is a process that aims to influence the behavior of individuals and coordinate their efforts to achieve certain goals
• It makes you a leader for others - influential over them - Distinct from them - they obey you

What is effective leadership?

Effective leadership is the process of creating a vision, formulating a goal, setting a strategy, achieving collaboration, and mobilizing action

A successful leader is one who

• Formulates visions for the future, taking into account the legitimate long-term interests of the parties concerned

• It ensures the support of its main power centers, whose cooperation, agreement, or work with it is essential to accomplish the required action

The importance of leadership

·     It is the link between employees and the organization’s plans and future visions   

·     Strengthening the positive forces in the organization and reducing the negative aspects as much as possible

·     Control and solve work problems, resolve disputes and weigh opinions

·     Developing, training and caring for individuals as they are the most important resource of the organization, and individuals take the leader as a role model

·     Keeping pace with the surrounding changes and employing them to serve the institution

·     It facilitates the institution to achieve the set goals

·         It is the link between employees and the organization's plans And its future visions

·         It works to unify the efforts of workers towards achieving the set goals

·         Controlling work problems and drawing up the necessary plans to solve them

·         Developing, training, nurturing and motivating individuals

The difference between leadership and management or Leader and Manager

The management focuses on four main processes

•        Planning, organizing, directing and supervising, controlling

Leadership focuses on three main processes

·       Determine direction and vision

·       Rallying forces under this vision

·       Motivation and encouragement

o  Leadership focuses on emotion while management focuses on logic

o   Leadership is concerned with the whole (choosing the right action) while management is concerned with the details (choosing the right way to work)

o   They share in defining the goal and creating the appropriate atmosphere to achieve it, then ensuring that the required is accomplished according to specific standards and foundations

The leader

He is the person who uses his influence and power to influence the behavior and attitudes of the individuals around him to achieve specific goals

How to make a leader

A leader is made by a leader

A leader can be found through effective training that depends on

2) Encouraging individuals to express their feelings, thoughts, and decisions

3 ) Training individuals to interact with others in order to influence their behavior

4) Training individuals to take responsibility

5) Providing advice to individuals when necessary

 6) Praising and supporting them when they achieve

Leader qualities

·        A leader needs to be smarter than the group he leads

·        The leader must have the ability to distinguish as well as initiative (and start actions that others do not think of)

·        Creativity The ability to create new ideas and methods that are productive and helpful in solving problems

·        Sensory maturity, direction, perseverance, dependability and objectivity, energy, drive and good health are essential for long working hours, overcoming difficulties and maintaining continuous achievements, self-confidence

·        Communication skills are important for a leader A leader needs to be able to distinguish the meaning of the message he receives from others and to speak and write clearly

·        A leader uses persuasion to gain the approval of his followers

·        Not to be biased in favor of any individual or individuals

·        A leader needs to be acutely aware to distinguish between friend and foe (adversary) and put his subordinates in the right places

·        The leader participates in social activities by treating individuals with friendship to gain the trust and loyalty of others in a way that makes people willing to cooperate

Formal and informal leadership 

Leadership is simply the most effective form of influence or impact that an individual exerts on a group This impact can be from a person who holds an organizational position that makes him a leader, and here we call him the formal leader, or from a member of the group who does not hold a position or have formal authority, and here we call him the informal leader

Official leadership

Or the appointed one, who is chosen by the administration and given official authority to work with

Official leadership  It derives its authority from its presence in an official administrative position or center in the organizational hierarchy This type of leadership has the right to make decisions, delegate, direct and supervise others

informal leadership

An informal leader is a leader who gains the authority to lead others because he has an influential personality and is accepted by others, and others voluntarily give him the right to ask them to do certain things, so they obey him out of conviction and not because they fear his authority An informal leader can play a valuable role in the organization if his behavior and influence are consistent with the organization's goals An informal leader is chosen by the group for his age, seniority, competence, etc

Head of Nursing as an effective leader and administrator

·       Knowing her duties and rights Setting clear and achievable goals

·       Develop appropriate plans to achieve these goals

·       Explain and clarify the job description of each nurse so that she can

·       A list of nursing duties and steps to take for each activity is made according to the methods

·       Establishes standards for measuring the performance of nursing personnel

·       Provides continuous supervision, guidance, counseling and development of the capabilities of the health team

·       It monitors the safety of equipment, rationalizes consumption, and determines the necessary needs of the facility

·       Participate in conferences and seminars, exchange opinions and learn new things

·       Write daily reports and make statistics to see progress and avoid negatives

·       Identify the strengths and weaknesses of nurses and their ability to acquire theoretical and practical information for leadership and management and to use oneself in an organized way to get the right things done at the right time

Leadership styles

Leadership styles vary depending on the leader and his experience, the nature of the work, systems and regulations, subordinates and their experience The leader may use

More than one way

1.   Democratic style (participation)

2.   The autocratic (authoritarian) style

3.    Absolute freedom

1.   Democratic style (participation)

 (Let's agree on what to do)

• This method depends on the participation of workers in making decisions related to their work and its philosophy is based on the rule that by involving workers in making decisions related to the work and to them, they perform the work with high morale and thus perform in the correct manner, which leads to mastery and achieving the required efficiency The leader who follows this method takes the opinion of his subordinates
• Before making decisions, or involving them in decision-making by meeting with them, discussing with them, or taking their opinion by using a poll, etc
• The nurse who works under the supervision of this leadership style takes her opinion on how to achieve the work goals and participates in making Decisions Democratic leadership is based on the following principles
• Involve all group members in making decisions and solving problems
• Freedom of thought, freedom of discussion and expression of opinion
• Each individual is responsible for himself, his actions and his belonging to the group
• Caring for each team member as an independent individual (distributive justice, reward and punishment)

Features of the democratic style

·       Creating an atmosphere of cooperation between subordinates and between superiors and subordinates

·       Raising the morale of employees as they feel that they are partners in this decision

·       This method develops a sense of belonging and loyalty to the work

·       -Performance efficiency

·       Training new leaders because employees are trained on how to make decisions by involving them in making them

·       Respecting the privacy of individuals as long as it does not affect the freedom of others

·       Following the principle of equality of rights and privileges for himself and his group

·       Providing opportunities for professional and career growth for group members

·       Follow the self-directed approach of his employees by creating a spirit of trust between them

·       Be wise, intelligent and rational in your actions

·       Delegating to the next in line to exercise part of his powers whenever he feels they are qualified for this delegation

·       Establishing human relations based on understanding and awareness of the factors that motivate workers and increase their motivation to achieve

Disadvantages of the democratic method

·       Decisions made in this way take a long time to make

·       Subordinates may consider their involvement in decision-making as an acquired right, which makes them object to any decision

Taken without referring to them

·       This method is not suitable for all times, for all decisions, or with all people For example, it cannot be used in

State of emergency

2- The dictatorial (authoritarian) or autocratic style

(Do what I asked you to do or what I told you to do)

·       The decision-making authority is absolute for the president without involving anyone, whether colleagues or subordinates

·       The leader is arbitrary and fanatical He does not allow discussion, and he sticks to his opinion, believing that his decision alone is the right one

·       leader takes all the decisions himself and issues orders to the workers on what to do and how to do this work, so all they are subject to is blind obedience

Characteristics of the autocratic style

·       Speed in decision making

·       This method is useful in the following cases

1)     Wars, disasters and emergencies that require quick decision-making

2)     Lack of experience and decision-making ability of subordinates

3)     Complete confidentiality of decisions and reasons for making them in special cases that require it

4)     Adherence to rules, regulations and procedures with inflexibility in implementation

Disadvantages of the autocratic style

·     Low morale of subordinates due to not giving them the opportunity to express their opinion on various decisions

·     Low work performance and lack of sense of belonging

·     Not giving subordinates the opportunity to develop their decision-making skills by participating in the situation

·     This method cannot be used in situations that require speed and secrecy

1.     In emergency situations

2.     In circumstances where there is pressure due to lack of time

3.     In situations where order and discipline are weak and there is discord among the group

4.     With people who are poorly trained and lack interest in work

5.     When all other methods fail

3- absolute freedom driving

 (Do whatever you want and don't cause problems)

·      This leadership style is usually ineffective, negative and non-directive The leader under this leadership style leaves the responsibility of decision-making and work discipline to the group and gives very little direction, guidance and encouragement and sometimes none at all

·      This style allows each individual to set his own goals and work as he wants without the interference of the manager, which may lead to confusion in the work This style is used when there is a lack of trust among the group, which weakens their unity, or when the manager wants to please everyone, or when the manager is incompetent and cannot perform his leadership duties

Disadvantages of the absolute freedom approach

·         Not getting things done and therefore not achieving goals

·         Lack of cooperation between workers

·         Chaos spread among workers

·         Loss of responsibility

·         The leader is passive The group has complete freedom to set policies and decisions

·         The leader makes few suggestions and rarely takes initiative

·         He makes no effort to evaluate the group's work

·         Minimal supervision or control is exercised

What leadership style should a nurse leader or head nurse follow?

·       The choice of leadership style should not be based solely on what suits her personality

·       But it must be according to the work conditions, needs and capabilities of the workers

·       An efficient head nurse adapts the choice of leadership style to the needs of different situations

What is transformational leadership ?

An influential power possessed by a person that enables him to make people do what they hate, whether he is absent or present, such as making people put the public interest before their own interest

What is the difference between an interactive leader and a transformational leader ?

The interactive leader relies on trade-offs Example Promotion in exchange for work

Interactive leadership ​

It is called the vertical dyadic relationship theory It is a theory that makes the relationship between the leader and the followers the focal point In the leadership process, this relationship is viewed as a vertical binary chain

·       Transformational leaders offer creation without cost

·       Transformational leader is based on essence and interactive leader  Depends on appearance

·       A transformational leader has a vision and a mission

·       The transformational leader believes in the pride of the group and strives for its unity

·       A transformational leader naturally commands respect and trust

·       Transformational Leader is authentic and passionate

·       Transformational leader has high ambitions

·       Transformational Leader You can understand what he wants from you in one minute

·       Quality, speed, clarity

·       Transformational leader believes that every employee is his best friend

·       The transformational leader works to create a high morale that reaches the sky

·       Those who work with a transformational leader feel spiritually motivated because they do not have to anger God

material, moral, spiritual incentive

Leadership skills

Certain skills must be available for leadership, which are

·      Management skill 

·       Technical skill

·    Human skill   

·       Stability skill

·      Personal skill 

·       intellectual skill

Leadership functions

The most important functions of leadership are

·       Planning 

·       organization

·  Guidance     

·       Coordination

·      Censorship 

·       Personnel Affairs

·      Decision making 

·       Communications

·      Public Relations 

·       Shura - Participation

- Meeting management

 The concept of meeting

          It is the meeting of a number of individuals, in one or more places, at a specific time, to discuss a specific topic or topics, in order to achieve a specific goal or goals

identification Meeting management​

It is an exchange of information and ideas between two or more people who have active roles in order to achieve specific results

importance Meetings

1. Provides important information to business owners
2. Give these people a chance to express their opinions
3. Through it, ideas can be explored, evaluated and experiences can be learned
4. A consensus is reached

5. Decisions made through meetings are more legitimate than individual ones
6. The meeting creates an atmosphere of commitment whereby each individual takes it upon himself to implement what was agreed upon
7. Effective meetings reduce paperwork and skip red tape

The Seven Barriers to Meetings

- Lack of necessary funding

- Lack of financial resources

- Lack of necessary information

- Lack of expertise in the subject of the meeting

- Not enough time to hold the meeting

- The official's unwillingness to hold the meeting

- Members' unwillingness to attend the meeting

Meeting stages

1  - Before the meeting

• Decide if a meeting is necessary

•        Is it possible to achieve goals more effectively through? Other than meetings

• Define the objectives of the meeting

•        What you intend to achieve from the meeting

• Prepare the agenda

•        Enter topics that are directly related to the meeting objectives

•        Try to limit the number of important topics that each meeting contains so that they can be covered comprehensively And enough depth

•        Arrange agenda items in order of importance, with the most important topics coming first

•        Group related agenda items into one topic

•        Determine the time allowed for discussion of each agenda item

•        Gather all available information and data relevant to the agenda items Identify the important points

•        Distribute in advance the agenda and documents for the topics to be discussed

2- During the meeting

• Start the session at the scheduled time
• The meeting was opened with praise and thanks to God and prayers and peace be upon His Messenger
• Welcome attendees, especially new ones, and make them feel wanted and welcome
• Reward those who came on time, even with a nice word
• Review the agenda and have it approved by the members
• Follow the decisions of the previous report
• Explain the objectives of the meeting
• Explain the powers available to each of the Chairman and members
• Agree with the members on how to manage the meeting and the procedures that will be followed in it (such as how much time is allocated for each item, whether voting will take place or will instructions suffice, how many people will be on each item, how to close the discussion, etc )
• Prevent interruptions (phone, visits, etc )
• Remind us of the importance of time and how to invest it well
• Summarize the important points you heard, if the discussion became complex and there were different points of view, in order to review your understanding and the understanding of others of what was said
• Stick to the time allotted for each item on the meeting agenda
• When you have finished discussing each item of the meeting, summarize the decisions or conclusions reached
• Summarize what was achieved at the end of the meeting, and if there are specific implementation steps that need to be taken, specify who will take them, and the time required to complete them
• Determine the date and purpose of the next meeting

3- After the meeting

• Prepare the minutes of the meeting and distribute them to those who attended and those who did not attend The minutes should be an accurate record of what happened at the meeting, and should include the decisions and recommendations issued by the meeting, specifying the work assignments, the names of the people assigned to these assignments, and the deadlines for completing them Also record the date and time that was set for the next meeting
• Follow up and monitor the work that has been done

4-  End of the meeting and recommendations

• Make sure the minutes are accurate
• Ensure the quality of decisions (implementing body, deadlines, follow-up body, cost, etc)
• Remind of goals
• Summarize the results of the meeting
• Thank you for your interaction, participation and kind listening
• Determine the date, place and purpose of the next meeting
• Set a date for them to receive the minutes and its attachments
• Make sure everyone knows what they are assigned to do
• Clear the meeting table and leave no papers behind
• Evaluate the meeting
• Follow the implementation of the decisions
• Repair the relationships that the meeting has damaged

5-Meeting documentation stage

• The meeting is documented in the Secretariat’s notebook (minutes of meetings) This task is undertaken by the Secretary or the designated secretary The minutes must contain the following

•          Sequential meeting number

•          Meeting place and meeting date (day, date and time)

•          Names of attendees

•          Name of absence and reason for absence (with or without excuse)

•          The most important discussions on the topics raised

•          Decisions issued and who is for/against/abstaining

•          Tasks for each member (assignments) specifying the member and the duration

•          Date and place of the next meeting and topics to be discussed

•          Signature of the chairman and secretary of the session, and attendance is also possible

- Absence management

introduction

           The spread of absenteeism from work has become a pathological phenomenon in the Arab society, and it has become one of the modern topics that preoccupy the minds of thinkers and specialists due to its importance not only in business and individual management To understand the importance of this topic, we discussed administrative control and its importance to complete the research on the topic of absenteeism and its relation to delayed productivity and making it the outlet and door to all economic developments It is the administrative routine in Arab societies, and many managers have suffered from the continuous absenteeism of their employees and how to deal with that, and is cruelty used with them? Or not?

To answer this question, we must understand the meaning of absenteeism from work, its types, and then how to deal with it

Definition

- Absenteeism from work is the absence of the employee during the work period and the need to need him during those hours on a frequent basis

Absenteeism can be defined as the absence of a specific employee from work during that specific employee's working hours

Absenteeism is divided into 3 categories

1-     Legal absence (during official holidays

2- Authorized absence (approved holidays

3-     Unauthorized absence (which hospitals try to avoid and reduce to the minimum possible)

·     A specialized survey revealed that job dissatisfaction and lack of responsibility are among the reasons for employees’ absence from work

The difference between absence and absenteeism

·      The concepts of absenteeism and absence are often confused, as researchers often address them in their research and studies as one thing, but in reality there is a huge difference between them

·      Absenteeism is an intentional act that a worker resorts to in order to express his dissatisfaction with the various working conditions, whether physical, social or economic It is also considered a form of industrial conflict, because when a worker is absent, he is expressing his rejection of all forms of oppression resulting from the poor conditions of his various work, while having his will This absence may be due to neglect of duties or being late for work

·      Absence is a term that includes the meaning of not attending work due to a reason beyond the worker’s control, such as stopping work for a specific period of time due to illness, accident, or childbirth for a working woman

Types of absenteeism

There are types of absenteeism, which are

- Official holidays those decided by hospitals on holidays and festivals, for example, which is a legal absence
 - Absence with permission This is the leave that the employee takes after he gives reasons to his manager and it is done with his knowledge
 Absence without permission This is when the employee is absent without giving reasons and without anyone knowing about it This is something that companies try in various ways to limit and it causes inconvenience to managers

Reasons for employee absenteeism

There are several reasons that may lead to employee absence, including

·       Personal circumstances This is more common among women and young people (since the responsible woman is more attached to the home and her circumstances are beyond her control, while young people usually have not adapted to the daily routine of work compared to the elderly or those who have been with this company for a long time, so they have come to appreciate the value of work and its importance to them )

·       Psychological conditions These reasons may be due to the type of work if it has a lot of routine, which makes employees feel bored, so absence forces them to spend a fun time somewhere else, or if the nature of the work contains a lot of tension, so your employees need to calm their nerves away from the nervousness they are immersed in, and finally, their satisfaction with the job in terms of the nature of the work or their salary, because if they do not feel stable, your employees will be forced to be absent from work

·       Working conditions

·       Labor relations

·       Any call or training the employee receives

·       Health and safety matters

·        Job content

·        Quality management level

·       Disciplinary levels

·       Individual commitment and motivation

·       home conditions

How to deal with frequent absences

There are several ways to deal with frequent employee absences, including

- Set a clear law and policy for those who are absent from work and make your employees abide by it
- From time to time, reward your employee who is absent from work the least and praise him in front of his colleagues, which will make them imitate him
- Follow the process of employee absences closely and try to find out the reasons for them, as it may be due to a problem within the department
- The nature of the work may make employees need to be absent, but you must know the reasons for their absence and strictly prevent absence without your permission and knowledge, so that it does not happen again

-  Prepare a brief and clear policy for dealing with absences in order to reduce its rate in the company Make sure that the statement is clear and consistent before circulating it to all levels of the company

-      Inform employees of the consequences of absence in a proper manner to your department heads so that they feel the seriousness of the matter, which cannot be accepted unless there is an acceptable excuse

-      Appreciate employees who are committed to their attendance and reward them for it occasionally

What is the meaning of absence rate and what is its use ?

Absence rate refers to the number of days an employee is absent from work during a year Absence here means the employee being present for illness, casual reasons, or without permission

The absence rate is calculated as follows

Number of days absent per year in the department ×100

                                                     Number of working days for all employees         

The absence rate is used in the following

Identify the extent of low morale The higher the rate of absence, the more this is an indicator of low satisfaction and morale

Predicting the number of days of absence during the coming period, and using this indicator to determine the number of workers required to deal with potential absence

- Motivation

The concept of motivation

             Motivation is the basic engine that drives individuals to achieve and satisfy their desires Motivation is also defined as “an internal feeling that encourages, stops, or changes a certain behavior”

Work Motives

They are the motivating factors that come from within a person and arouse in him the desire to work and achieve

It is therefore a state or an internal force latent in the individual that activates and moves his behavior towards specific goals

Need​

It is an internal state that makes certain outcomes seem attractive to the individual, meaning that a need is a desire to satisfy a certain deficiency or want in the individual

incentive​

An environmental influence that aims to stimulate motivation and achieve a response to it, and thus it stems from the work environment

Motivation​

It is an administrative practice by the manager to influence employees by stimulating motives, desires and needs in order to satisfy them and make them more prepared to give their best in order to achieve high levels of performance and achievement in the organization

The importance of motivation

&  For employees to love their work and feel satisfied with what they do

&  To achieve the goals of the educational process in which your school contributes

&  To help you in your management, you need active, loving, and effective people

Important factors in motivating the worker

Officials should pay particular attention to three factors

Cooperation with the institution Employees feel more motivated to work when they realize the importance of cooperation with the institution they deal with  

Stimulus policy objectives

The goal of establishing a good incentive system leads to achieving beneficial results, the most important of which are

1)  Increase work output in the form of quantities, production quality, sales and profits

2)  Reducing surplus work, such as reducing costs, the quantity of raw materials, and reducing the loss of human resources

3)  Satisfying the needs of workers of all kinds, especially what is called appreciation and respect

4)  Allowing workers to increase their income while increasing their effort beyond the set rates, which encourages skills to exert more effort

5)  Making employees feel a sense of justice within the organization, developing a spirit of cooperation among employees, and raising the spirit of loyalty and belonging

6)  Contributing to the development of the best methods and approaches to perform work with the least effort and at the same time achieving the best results

7)  Improving the organization's image in front of the community

Benefits of motivation

A good incentive system has many benefits, including

1)     Increase in work productivity, sales and profits

2)     Reducing labor loss in the material and human fields

3)     Increase employees' income and make them feel a sense of justice within the organization

4)     Attracting good employees to the organization and developing a sense of loyalty, belonging and stability among them

5)     Avoid many work problems Such as absences, negative turnover and low Morale and Conflicts

Motivation barriers

1)     Fear or dread of the institution

2)     Lack of clarity of objectives among the management of the institution

3)     Not following up with employees, so you cannot tell who is doing good and who is doing bad

4)     Lack of training on the job and lack of guidance to correct errors

5)     There are no communication channels between managers and employees, so each is in a different place

6)     Administrative errors such as multiple and conflicting decisions

7)     Multiple leaderships and conflicting orders

8)     Frequent change in leadership, especially if each of them has a different work style from the previous one

Useful ways to gain employee cooperation

- Conflict management

introduction

Conflict is not a modern matter It has been and still is of interest to those interested in management sciences, and the interest of administrators in the skills of managing various conflicts between employees has increased, as organizations suffer from many types of conflicts that take up attention and time, in addition to their negative impact on the organization’s ability

What is the conflict?

Conflict is a disagreement or disagreement between two or more people whose interests, goals, or concerns appear to be incompatible

It is the process that begins when a certain individual or group feels a kind of frustration as a result of another individual or group violating the rights of the first

Conflict occurs when there is a conflict of interests that turns into a conflict over goals, and at the same time there is a difference in values that turns into a conflict between the different methods used by each individual

Negative aspects of conflict

◾  Some employees feel defeated and dissatisfied

◾  Distance between employees and the organization

◾  The spirit of doubt and mistrust prevails among workers

◾  Focus on individual achievements more than collective ones

◾  Low team spirit and deterioration of organizational performance

◾  High employee turnover rate

Positive aspects of the conflict

◾  Develop ideas

◾  Tendency to search for new ideas

◾  Giving opportunities to express opinions

◾  Research and solution to perennial problems

◾  Drive the process of creativity and development

Latent conflict

◾  At this stage, the causes of conflict are available without it occurring Examples of this include cases in which individuals compete for some limited resources or there is a contradiction or functional conflict In these cases, the conflict does not surface due to its low intensity or the two parties not being prepared to engage in the conflict process

Perceived conflict

◾  This stage begins when the parties to the conflict realize that there is an expected conflict that will occur, and the conflict is initiated by the party that feels a contradiction in its interests or goals

tangible conflict

◾  It is the stage in which the parties to the conflict feel the phenomena and indicators indicating the beginning of the actual conflict between the different parties

Realistic conflict

◾  It is the stage of using behavior to show actions and reactions resulting from the existence of a conflict, such as attack or withdrawal

 Types of conflict

◾ Internal conflict        ( psychological conflict within the individual)

◾ Intragroup conflict   (conflict between members of the same group)

◾ Organizational conflict         ( conflict within the organization)

Factors affecting conflict

• Specifications of the parties to the conflict
• Causes of conflict
• Individual and group interests
• Social environment

Causes of conflict

• the time
• Experience
• Administrative leadership
• Lack of resources
• hypersensitivity
• Conflict of goals and interests
• unclear roles  

Conflict with oneself

The difference between an individual's own values and those around him

Factors that increase the conflict with oneself

 Failure to coordinate between the individual’s personal capabilities and potential and his ambitions

 Failure to prioritize

 Hypocrisy

Causes of conflict within the group

* Fear * Insecurity * Lack of information about the group

* Group values * Group requirements

Factors that increase conflict within the group

* Attack * Obstruction and putting obstacles * Showing off and attracting attention

* Love of control * Seeking personal interests

Factors that reduce conflict between the individual and the group

* Encouragement * Reconciliation * Standardization

* Monitoring * Opening communication channels

 Organizational conflict

When conflicts appear in the organization, management must intervene so that the conflict does not go beyond acceptable limits

Ways to deal with conflict

* Competition * Compatibility  * Avoidance         * Cooperation and participation         * Reconciliation and negotiation

Competition

Uncooperative behavior is embodied in individuals seeking their own interests at the expense of others This behavior is often used by individuals who are directed toward power and authority  When to use ???

◾  This method is used in situations characterized by a high degree of force variance

◾  Or in case of unwillingness to respond to the demands of others

◾  Situations that require a quick decision (emergency situations)

Compatibility

Conformity is the opposite of competition and consists of uncooperative behaviors The individual tries to be compatible with the surrounding circumstances or others and neglects his interests and concerns    When to use ???

◾ When a person feels that he has made a mistake

◾  When other issues are more important than personal issues

◾  To strengthen social relations with others

◾  To reduce the amount of losses in case you fail in the conflict

Cooperation and participation

The opposite of avoidance behavior, which involves cooperation and seeking to work with others to find a solution that satisfies both conflicting parties  When is it used ???

◾  When one wants a solution, all parties respond

◾  When you want all individuals to commit to implementation

◾  When you want to know the views of others

Reconciliation and negotiation

Agreement means striving and making some concessions to reach a point of agreement and understanding with the other party When to use  ? 

◾  In case of equal strength

◾  to achieve a temporary settlement of the issue

◾  In case of reaching a quick solution under time pressure

Avoidance

Uncooperative behavior The person who uses this method in dealing with conflict does not seek his own interests or the interests of others, but avoids conflict in any way

◾  The individual withdraws from the conflict because he does not want to help himself or because his belief in his goals is not strong Among the most important situations in which the individual uses this method are

◾  If the conflict is trivial

◾  In case of confirmation of the inability to satisfy personal desires

◾  Ensure that the problems resulting from the solution are greater than the return on the solution itself

◾  If others are able to solve the problem

Types of conflicts within work environments

1. Conflict according to its level (Conflict within the individual, between two individuals, within the group, between groups, at the organizational level, between organizations)
2. Conflict according to its trends Vertical conflict, horizontal conflict
3. The conflict according to its results Positive conflict, negative conflict
4. Conflict in terms of organization Organized conflict   This shows the expression of actions that require work and social solidarity Unorganized conflict  This is done by using behavioral forms such as complaints, grumbling, and leaving work
5. Conflict in terms of planning Strategic conflict, unplanned conflict

Stages of the conflict process

• Latent conflict stage Here, there is no awareness, understanding, or feeling of the emergence of conflict, but some situations appear that affect the relationship of some parties, such as competition over limited resources or the need for independence and diversity of goals
• Conflict perception stage Here the conflict is perceived without there being any previous situations, such as one party misunderstanding or misunderstanding the other party
• Stage of feeling conflict Here there may be an awareness of the conflict, but without the manager feeling that there are cases of anxiety and tension
• Conflict display stage Here it can be noted that the behaviour of each party indicates the emergence of a conflicting problem
• Post-conflict stage If there are solutions that satisfy both parties, then it is expected that there will be cooperation and affection between the parties, but if there are no solutions, then the feelings will remain latent and increase and will explode at any moment

Conflict management in work environments

Among the reasons that prompted organizations to manage conflict is the increasing interest in globalization and the decreasing reliance on local authorities or governments to do some work Harrigel presented a method for resolving and managing conflict that depends on two elements

1. Distribution That is, one of the parties to the conflict is aware that the amount of gain one of them will be at the expense of the loss of the other party
2. Integration The result of calculating the parties is that each will achieve a gain, and this element leads to achieving greater satisfaction

In the event of a conflict, the administration resorts to using one of the following methods

1.     Withdrawal It is the manager leaving some work duties for a short period, such as postponing the response to a memo or being absent from attending a meeting It is used in the event that the problem is minor and does not require a lot of time, or if the manager does not have a great personality or presence, or if there is someone who can develop solutions in the manager’s absence

2.     Appeasement It is the intervention of the administration, headed by the director, by following a behavioral strategy that represents the conflict will gradually fade away while calling for the necessity of cooperation between the parties

3.     Compromise solutions Any manager's choice of an alternative that satisfies both parties and does not result in any loss for either party

4.     Compulsion It is the administration’s resort to using legal force to resolve the dispute, and it is preferable to use it in emergency cases

5.     Confrontation Recognizing the existence of a conflict, then the management resorting to using the scientific method, evaluation, and studying alternatives to reach acceptable solutions

The role of the head nurse in conflicts

       Conflicts often occur when people work in groups or teams, and the supervisor must prevent this from happening or work to solve it as a team leader An effective supervisor is one who listens to problems and tries as much as possible to help solve them Therefore, the head nurse has an important and fundamental role in preventing conflicts and also in resolving them in a way that is acceptable to the conflicting parties and that benefits the workplace

The most important reasons for disagreements between team members are lack of clarity of vision and chaos in work, ie when opinions differ about what work should be done and how team members should do it Disagreements can be prevented and their impact reduced by

·       Consecutive meetings of team members

·       Giving people the freedom to express their ideas openly and then making a collective decision about them

·       Participate in achieving the goals after agreeing on them

·       Develop a clear and detailed job description

·       Establish clear work instructions and procedures

·       Justice in the distribution of tasks and duties

·       Preparing schedules according to which tasks and duties are distributed

- Equipment Management

Types of equipment

Equipment is divided into two types

• Consumable equipment They are used for a short time, such as medical cotton, single-use syringes, etc
• Non-consumable equipment It lasts for several years and needs care and maintenance
• This equipment is divided into two types, fixed and non-fixed
• Fixed non-consumable equipment is the equipment installed on the wall or floor of the hospital, such as sinks, sterilization devices, etc
• Non-consumable mobile or non-fixed equipment includes tools that are used for more than five years, such as wheelchairs, trolleys, etc

Equipment Management Procedures

There are four main procedures in equipment management

• demand
• Storage
• Exchange
• Monitoring and maintenance

- 1  Equipment request

The equipment request includes the following skills

• Prepare a list of needs and resources based on knowledge of past usage and an estimate of current usage rate
• Balancing needs and available resources and estimating costs
• Fill out the application form

2 - Equipment storage  

• Equipment can be stored in one of two places
• A main or reserve store where quantities are kept and not used
• Where to use equipment after it has been released from storage
• Equipment storage requires the following skills
• Recording the receipt of new items and recording what is issued from them
• Maintain daily inventory records or cards

- 3  Equipment disbursement 

• The nurse is responsible for some equipment For example, the nurse in the maternity ward is responsible for scales, syringes, serums, birth equipment, and other devices
• After ordering the equipment, receiving it, and then recording it in the inventory book or register, it can be dispensed whenever needed
• There are three written procedures that are followed when dispensing equipment and are recorded in the designated records
• Record the expenditure ie writing the expenditure in the inventory book
• Issuing a disbursement order for signature
• Register the assets of the department that receives and uses the equipment

- 4  Equipment monitoring and maintenance

• Consumable equipment needs to be monitored to avoid wasting it, while non-consumable equipment needs maintenance to keep it in a usable condition
• Equipment monitoring and maintenance requires the following skills
• Convince workers of the need to clean equipment and keep it in good condition
• Use an inspection checklist
• Detect any equipment discrepancies and determine the cause

The importance and benefits of equipment records

• Referring to previous order records makes it easier to prepare subsequent orders, whether after a month or a year, as it is possible to identify the supplier’s address, item number, and quantities required under normal circumstances
• Knowing how much is in your inventory record is a good indicator of when to order more supplies, avoiding long periods without essential equipment
• Disbursement permits determine who is responsible for taking care of equipment or breaking or damaging it, and they also encourage workers to take responsibility
• Inventory lists help to quickly inspect equipment and detect discrepancies, waste, extravagance and theft

Good management takes care of equipment by

• Educating workers and motivating them to feel responsible for the equipment they use
• Request supplies when needed
• Proper storage of equipment
• Monitor equipment usage

- Team building

What is the team ?

◾  It is a group of people who are linked by the responsibility of working to achieve a known and unified goal

◾  Small number of people , integrated skills

◾  There are performance goals

◾  Participation in accounting

◾  If a team member fails to perform the assigned duty, he is considered an obstacle to achieving the goal

What is the team

•        small number of people

•        Integrated skills

•        Loyalty to a known goal

•        There are performance goals

•        There are directions to work

•        Participation in accounting

Team Definition

A team is a group of individuals who share in performing a unified task, and each individual bears certain partial responsibilities and tasks in this work Team members have sympathy and belonging that helps them to perform easily and be satisfied with this work

Team definition

- It is a number of individuals who cooperate to carry out a common task, but the most important thing in their work is the success of the goal that the members set together and unanimously They also support each other, cooperate freely, and discuss frankly and clearly

Team members

• leader
• goal
• Members

Why Team Work?

• Leveraging the multiple talents of individuals
• Increase communication between members
• Develop a sense of unity and friendship
• Create an atmosphere of cooperation to increase production
• To reach collective solutions
• Reducing burdens and distributing roles
• Exchange of information and experiences   
• Effectiveness in solving problems due to the availability of experience
• Balancing individual productivity and member needs
• Providing the latest and most accurate information
• Giving everyone the opportunity to participate in decision-making and bear responsibility for its implementation

• Producing new leaders

Team building definition

• It is a planned process that aims to form an integrated group capable of performing specific tasks and achieving specific goals through cooperative activities

Team building goals

•        Building a spirit of trust and cooperation among individuals

•        Developing individuals' skills and increasing their awareness

•        Developing managers' skills in improving relationships within the organization between superiors and subordinates

•        Developing skills to resolve conflicts and disputes between individuals and groups

•         Providing open communication between parts of the organization, leading to greater transparency and clarity in addressing issues and problems

•        Giving managers more time to focus on planning and goal setting

•        Optimal use of available resources and capabilities to achieve efficient performance

Why do we build a team ?  

•        Unifying and pooling integrated skills and expertise

•        Create communication channels that help solve real problems and also use creativity in the process

•        The need for development and innovation

•        The existence of specific goals requires collective thinking and creativity

•        Having a problem​ You need different skills and experiences to solve them

Team formation requirements

1- Team building should stem from the satisfaction, conviction and desire of the employees and not from a decision imposed by management
2- There should be a strong reason for forming the team 3- The relationship between team members should be mutually dependent 4- Members should be equal in importance within the team 5- Members should understand their roles and the roles of others 6- The leader and individuals should have a strong desire to make the team's tasks successful 7- There should be a reasonable level of trust, connection, respect, desire to cooperate and the ability to tolerate others and accept different points of view

Effective team building specifications

•        Fellowship

•        Respect

•        good climate

•        cooperation

•        Consistency

•        interconnectedness

•        Initiative

•        clear goals

•        Roles are defined

•        Mistakes are identified without being pinned on others

•        The ability to create

Team building problems

•        Lack of leadership and leadership skills

•        bad planning

•        bad training

•        Bad behavior

•        Having conflicts

•        There are no incentive and encouragement programs

Communication problems

•        There is no understanding between team members

•        They don't listen to each other

•        They waste time in useless meetings

•        The dates are incompatible and conflicting

•        There is jealousy and competition among members

•        There are personal conflicts

Team types

There are 3 types of team

work team

• It is formed to achieve a specific goal, through a clear plan, and specific and known roles for the members

• The success of the team depends on the commitment and desire of the members At work, the extent to which they respond to work requirements, and the extent to which each member is aware of the roles expected of him

Problem solving team

• It is formed to solve a specific problem, each member puts his expertise to work on it, and his efforts are integrated with the efforts of the others

• The success of this type of team depends on the members’ conviction of the problem and their desire to solve it, mutual trust, and the team’s belief in the possibility of solving the problem by pooling and coordinating their efforts

Development Team "Innovation"

• It is formed to discover new horizons and opportunities, and its mission is to improve, renew and develop

• Its success depends on the existence of innovative capabilities and unconventional thinking among the members, the desire to develop and aspire to the best, the belief that there is always something better, and the existence of competitiveness and enthusiasm among the members

Types of individuals in the group

1 The quarrelsome type

Be calm, don't let them get you into trouble

2 Positive type

They help you a lot in discussions

Accept their contributions and ideas and use them often

3 The Know-It-All Type

Let group members engage with this person's theories

4 The talkative type

Intervene and interrupt them politely, setting a time limit for them when they start talking

5 The shy type

Give them questions, try to build their confidence and give them encouragement whenever possible

6 The rejecting type

•        Address their ambitions, appreciate their knowledge and experience and use them

7 The indifferent type

•        Ask them about their work, and let them give you examples of their experiences or things they find interesting

8 Transcendental type

•        Don't criticize them, say yes to them as a way to get rid of them

9 The questioner who is determined to get answers to his questions

•        This type tries to catch the mistakes of the session leader, try to bring their questions back to the group to think about and answer

Team Leader

•        He is responsible for achieving coordination, integration and interaction between team members

•         There is a great deal of trust, respect and cooperation between him and the members

•         Be convinced of the team's goals, sincere in achieving them, and serious in leading the members to reach them

•         He must have a mature personality and appropriate practical experience

•        The leader acts as a team advisor, facilitating the members' tasks, guiding and teaching the members, and providing advice and counsel 

Team Leader Responsibilities

•        Transfers information and skills to other team members

•        Interpret policies and work orders

•        How to manage work effectively and evaluate results

•        Encourage members to perform work in innovative ways

•        Behaviorally, he is a role model

•        Transferring team achievements to management

•        Acts as a mediator when conflicts arise

Leadership skills

An effective leader is

1- A person who has the ability to gather people around him to make a collective decision

2- The person who can achieve the strength of unity for the team by

            - Gather them together for a common goal

            - Gather them on the work unit

            - Convince them that responsibility is shared

3- The person who makes good use of the resources (material - human) that he has

4- The leader is not just a coordinator between the team members, but he works to achieve the goal by directing the efforts of others who cooperate and work together

Nine elements determine the group's results

1.     Individual background of each group member

2.     Status and position of each member of the group

3.     Emotional attachment of each member to the topic

4.     Interrelationships between group members

5.     The position of the leader in relation to the members

6.     Relative amount of leader and group involvement

7.     Relative cost and type of member participation

8.     The impact of leadership methods and tools

Team building stages

 1   Formation stage This stage is a mixture of feelings that arise from the individual’s role changing from intensity to participation, where feelings of pride are mixed with fear and anxiety

2  Conflict stage A conflict of viewpoints arises among team members in an attempt to reach a way to achieve the goal and for each member to play his role in performance and success  

3  Performance stage Conflict decreases , cooperation begins to achieve the goal, steps towards progress and success begin, and members feel satisfied and accomplished

4  Finishing stage It depends on the duration, either success or failure, and the team’s feelings differ in both cases In the case of success, the team discusses its reasons and exchanges congratulations, while in the case of failure , they blame each other for the failure

Reasons for the failure of work teams

•        Team structure does not match the organization's structure

•        - Senior management abandons support for the team

•        - Focus on work and neglect relationships between members

•        - Lack of discipline among members and their evasion of responsibility for what they do

•        - Increasing the size of the team and disorganizing the relationships between members

•        - Lack of understanding of the stages of team development

•        - Weak internal or external leadership

•        - The organization failed to exploit the team's efforts

•        - Members do not receive sufficient training

With the activation and formation of the team

 Not convinced of development

 Lack of belonging and lack of experience

-        Not following up on the work of the teams

-        Not following up on the work of the teams

-        Emergency matters

Barriers to Team Performance

•        Team dysfunction

•        conflict

•        lack of time

•        Lack of coordination and follow-up

•        Lack of information sharing

•        Defensiveness and making excuses

•        traditional thinking

•        Intertwining and mixing of communication channels

•        Task load

•        Lack of clear and precise understanding of the role of the member

•        Misunderstanding the basic issues

•        Lack of clear definition of each person's role

•        Laziness and inactivity

Problems in team meetings

- Starting meetings late

· Not setting meeting objectives before the session

· Lack of agenda

· Some members try to dominate the meeting and monopolize the discussion

- Limiting the meeting to exchanging information and solving problems

· Members constantly interrupt each other

· Failure to achieve results, lack of follow-up, and dispersion of members’ responsibilities