Communication Communication is the most penrasive activity within an organization. The communication that is of great interest t-o nurse managers is one that moves people to action. TI1e flow of their communication is vertical (upward and downward) and horizontal. Nurse managers communicate to their subordinates about a. number of things: policies, standards, procedures and the work that need to be done; pertinent discussions and decisions made by the local chief executive and the local council; a11<l, feedback on important personnel issues and concerns. Integral to their comn1unication is conveyi. ng their concern for their subordinates' and clients' well:being. They also communicate upwards-to tbe head of the health departm ent/unit and to the local officials. They commun icate to inform, give feedback, and to innuence. Their communjcation to the LGU's decision makers should l;ie properly planned, particularly the message and medium. If the purpose is to influence, then, 1nanagers should have a good presentation--\. vritten and/or oral. In addition to these 'formal' app1·oaches, managers should also be able to communicate in a manner that is culturally apprnpriate and socially acceptable. Nurse managers also communicate with their peers from other offices (e. g. personne l, purchasing, supply, accounting, etc. ) to enlist their support or assistance. l:Ylaintaining an open communication line with heads of other offices/units can facilitate the flow of papers and goods for the health department/ office. More often than not communication with peers from other offices is informal. Delegation Delegation is entrustin g a task to another person who senres as one's representativ e. It is the process of transferring selected nursing tasks in a situation to an individual who is competent to perform. them. PHNs should delegate to save time, develop others for their future roles and responsibilities, motivate subordin ates and free themselves to manage. If a midwife can do a task very well, then the nurse should delegate. Controlling Controlling was defined by Fayol as "verifying whether everything occurs in conformity with the plan adopted, the instructions issued, and principles established. It has for its object to point out weaknesses and errors in order to rectify them and prevent recurrence" (Swansb urg, p. 367). There are four components of the control process: (1) plan, instructions, principles and standards; (2) obsenration, measurement and comparing "what fa" with "what should be~; (3) identification of weaknesses, problems, or errors; and, (4) correcting, rectifying or doing something about them.. Managers introduce controls within the organiwtion. Controls are important in improving service delivery beca11$e they serve as L·emiaders if there are deviations from targets and standards. There are a number of controls that could be introduced into the public health unit, some of which are: statistical reports, records (e. g., inventory for medicine s, FP supplies), audit, Gantt chart or schedule of activities. client feedback and incident reports. Evaluation of personnel In the Philippines, the evaluation of the performance of government employees is 426 