Today’s Learning ObjectivesToday’s AgendaFirst: Our Web Site!The Rational Goal Model $Complement:The Producer RoleManaging TimeWhat We’ll Look For in CalendarsManaging StressThe Director RoleVisioning, Planning, and Goal SettingGoals: The HOWThe Director Role Competency of Delegating Effectively3 Core Aspects of DelegationKeys to Effective DelegationMore Keys to DelegationScenario A: The Ineffective SubordinatePowerPoint PresentationScenario B: ‘You’re Doing What?’Slide 20Scenario C: The Slippery BossSlide 22Delegating Take HomesToday’s Learning Objectives•Understand how 3 core aspects drive keys to effective delegation•Understand principles of MBO, including how to be SMART•Be able to apply these concepts to real-life situationsToday’s Agenda•Follow up on time management•Discuss delegating•Introduce integration•Teams prepare for integrationFirst: Our Web Site!http://www.courses.psu.edu/hpa/hpa332_rsw8/The Rational Goal Model$•Clear direction leads to productive outcomes•Goal clarification and action!•Bottom line•Manager as director and producerComplement:-- The Human Relations ModelThe Producer Role•Maintaining productivity•Motivating people•Ensuring goal accomplishmentManaging Time•Values and vision should drive•Use your calendar actively:–Note deadlines -- make tick marks before–Make a new to-do list every day–Prioritize: A,B,C – set times for the As–Break tasks into small, specific pieces–Be realistic – double your time estimatesWhat We’ll Look For in Calendars•Vision, mission, and goals•Monitoring/managing your own behavior•To-do lists•Specific time blocksManaging Stress•Know your values and vision•Prioritize accordingly•Take care of your body:–Eat healthy food–Drink water–Exercise–Get enough sleep (regularly)The Director Role•Clarifying expectations: ‘Where are we going?’ ‘Why?’•Defining reality•Giving directionVisioning, Planning, and Goal Setting Values > Vision > Mission > Goals and ObjectivesGoals: The HOW•Goals and objectives are plans•S.M.A.R.T.:•Specific•Measurable•Assignable•Realistic•Time RelatedThe Director Role Competency of Delegating Effectively Defined as: entrusting a particular assignment, task, or process by one individual to another.Happens up, down, and sideways!3 Core Aspects of Delegation1. Responsibility2. Authority3. AccountabilityKeys to Effective Delegation•Clarify what you want first•Match the job with the right person•Communicate clearly up front•Keep the channels of communication openMore Keys to Delegation•Give the other person room to do the way s/he wants•Monitor but don’t suffocate•Hold him or her responsible, but ‘as a teacher, not a police officer’•Recognize his or her work – say thanks!Scenario A: The Ineffective SubordinateFrom Management Principles for Health Professionals, 3rd Edition, by Joan Gratto Liebler and Charles R. McConnell. 1999. Aspen.Nursing supervisor Kate Dyer was going nowhere getting nurse manager Susan Foster to act like a manager. Whenever Ms. Dyer went through Ms. Foster’s unit she found Foster’s desk in disarray and Foster behind in her work. Foster had recently missed 3 important meetings. She had ignored suggestions to delegate to her own subordinates. Dyer had also asked for a written list of division of staff duties on Foster’s unit, and had not received it. Whenever Dyer asked Foster how things were going Foster would say “fine,” but whenever she asked Foster about specific tasks, Foster would say, “I simply haven’t been able to get to it.”Scenario B: ‘You’re Doing What?’ From Cases in Health Services Management, 3rd Edition, by Jonathon S. Rakich, Beaufort B. Longest, Jr., and Kurt Darr, 1995, Health Professions Press.Recently, a local union began a campaign to organize the support services personnel at Pleasant Valley Hospital. They were building on staff grievances that included poor environmental conditions in the laundry, supply, and plant operations; favortism in nursing promotions and day scheduling, and harsh supervisors. CEO Bender asked the HR director to prepare materials for employees to counter these criticisms. The HR director scheduled gripe sessions for each shift. Bender was amazed. “Do you really expect very senior people to come to gripe sessions at 1 am for the night shift?”Scenario C: The Slippery BossRecently the integrated health system in which you work received a substantial grant to develop a population-based approach to ambulatory care. When your boss asked you to set this up you were thrilled. You have met with a number of people on his behalf to recruit them to the effort. Now, 6 months into the planning, your boss has still not hired a medical director, and people are beginning to ask questions. When you ask what’s going on, he replies vaguely, “These things take time.” You’re beginning to wonder how serious he really is about implementing this grant.Delegating Take Homes•Make your purpose clear•Be SMART•Allow enough authority •Monitor but don’t suffocate•Keep communication going•Show