Delegation Sanu

8/10/2019 Delegation Sanu

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DELEGATION

Introduction

Delegating is a major element of the directing function of nursing

management. It is an effective nurse management competency by which nursemanagers get the work done through their employees. Delegation is part of

management; it requires professional training and development to accept the

hierarchical responsibilities of delegation

Delegation of duties makes accomplishment possible through a division of

labour. The head nurse, who delegates certain aspects of her administrative

functions, frees herself for activities which she may be better prepared to perform

than others. When duties are specifically delegated to certain individuals

opportunity is provided to place responsibility for the quality of results.

Definition:

Delegation can be defined as getting work done through others, or as directing the

performance of one or more people to accomplish organizational goals. The person

who delegates is called superior and whom delegated is subordinate.

Delegation is the process of assigning responsibility and authority to co- worker

and ensuring his accountability.

It is giving the employee the appropriate authority to act alone and providing the

necessary tools for success. The manager should not dictate every detail about how

the job should be done.

THREE ESSENTIAL ASPECTS OR DIMENSIONS OF DELEGATION

1. Assignment of duties and task

2. Grant of authority, power, right or permission

3. Creation of accountability

Assignment of duties: As one person cannot perform all the tasks, he must

allocate a part of his to subordinates for the purposes of accomplishment by them


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Grant of authority: Delegation of authority means division of authority and

powers downwards to the subordinates. If the delegated duty is to be discharged by

subordinates, they must be entrusted with requisite authority for enabling them to

make such work performance.

Creation of accountability Delegation of duties implies accountability from sideof subordinates. Because of this accountability, the manager must keep for himself

some reserved authority and duties for directing, regulating and controlling the

course of work undertaken by his subordinates.

PRINCIPLES UNDERLYING THE DELEGATION OF RESPONSIBILITY

Principle in terms of results expected: A clear cut outline of duties,

responsibilities and relationships and assigning duties in terms of expected

results.

Just as the head nurse should know her own functions, the extent of her

responsibility and her relationships to the supervisor, director of the nursing

service, the school of nursing and the doctor so should each ward staff member

know clearly the extent of her responsibilities and to whom she is responsible.

Without this understanding there is dissatisfaction and loss of efficiency.

Establishment of definite objectives and suitable measures for determination

of satisfactory performance:

By these means the nurse knows exactly what is expected of her. She has

specific goals toward which to aim and is able to evaluate her own work.

The head nurse has a basis for judgement and an opportunity to stimulate

improvement.

Authority level principle: Clarification of limits of authority

It is the clear limit of authority that permits subordinates to exercise initiative to

develop their personal capacity through freedom of action and to know their area

of operation. Good management and congenial working relationships require that

no individual should be held responsible for work unless she is granted sufficient


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authority to prescribe how it shall be done. If she does not have this authority, the

responsibility for the performance must rest with someone else..

Principle of Parity of authority and responsibility. While assigning dutiesto subordinates, there should be equality of authority and responsibility.

Unity of command: As employee should receive orders from one superior

only. So subordinates should always be placed under the guidance, control

and supervision of one supervisor who will set up work priorities and will

arrange for co- operation.

Once the limits of responsibility and authority have been designated, the

head nurse should make no decisions in that area:She may give advice and counsel

NATURE OF DELEGATION

Delegation implies transfer of certain specified functions by the superior to

the subordinates. The subordinate act as an agent of superior authority and

the superior always retains the right to issue directions to revise decisions.

Delegation of responsibility always lies with the superior. One person constitutes only one man power. Wherever a persons job grows

beyond his capacity, his success lies in his ability to multiply himself

through others. Here superior shares his duties with his immediate

subordinates. Managerial work is by supervisors and operating work by

operators.

It is when an organization grows that the need for delegation arises, because

one person or group of persons can no longer make all the decisions.

Authority and responsibilities along with duties must therefore be divided.

So in delegation authority is divided and distributed.

The extent of delegation of authority is inversely related to the size and

complexity of the organisation.

The degree of delegation depends on individual requirements of the

situation, structure and judgement f the delegator


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TYPES OF DELEGATION

1.

General or Specific Delegation

2.

Formal or Informal Delegation

3.

Written or Oral Delegation

4. Downward and Sideward Delegation

General or Specific Delegation

In general delegation, the subordinate is granted authority to perform all the

functions in his department or division. The subordinate exercise this

authority under overall guidance and control of supervisor. Under specific delegation, a person is given authority regarding specific

function or functions. It is precise and the subordinate clearly understands

what he is expected to do.But it can create an inflexibility in the organisation

Formal or Informal Delegation

When authority is delegated as per the organisation structure, it is called

formal delegation.Here subordinate has no option other than obeying thesuperior.

Informal delegation takes place when an individual or a group agrees to

work under the direction of an informal leader .This occurs when there is

procedural delays so as to perform the task quickly.

Written or Oral Delegation

Delegation made by written orders and instructions is known as writtendelegation.

Unwritten or oral delegation is based in custom and conventions.

Downward and Sideward Delegation


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Downward delegation occurs when a superior assigns duties and grants

authority to his immediate subordinate.

Sideward delegation takes place when a subordinate assigns some of his

duties and authority to another subordinate of the same.

BENEFITS OF DELEGATION:

Delegation offers many benefits to the organization and to the staff who work in

the organization.

Cost effectivenessis one of the benefits when resources, including staff are

used appropriately. There is a potential cost savings.

Time savings as activities are allocated among others, thereby multiplying

the ability to get work done more efficiently.

Professional growth can occur when staffs are challenged to develop new

skills as they take on new opportunities. The delegator who might be a

manager, team leader or staff nurse has the opportunity to grow as new skills

are learned; more time is available to do other activities and so on. When

delegation is done in a thoughtful manner the environment is typically one in

which staff feel valued and trusted.

FIVE RIGHTS OF DELEGATION:

National council of state board of nursing (NCSB 1995) recommended this

1.

Right task: one that is delegable for a specific patient or situation.

2.Right circumstances: appropriate setting, available resources and other

relevant factors considered.

3.Right person: right person is delegating the right task to the right person to

be performed by the right person.

4.

Right direction/communication: clear, concise description of the task,

including its objective, limits and expectations.

5.Right supervision: appropriate monitoring, evaluation, intervention (as

needed) and feedback.

STEPS IN DELEGATION

Selecting and assigning task


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Selecting the appropriate subordinate

Instructing the subordinates

Maintaining feedback and control


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REASONS FOR DELEGATING

Assigning routine tasks

Assigning tasks for which the nurse manager does not have time.

Reduces the managers workload

Renders continuity and permanency

Problem solving

Changes in the nurse managers own job emphasis

Capability building

Motivates and develops subordinates

Promotes expansion and development of organisation

The nurse manager should be careful not to misuse the clinical nurse bydelegating tasks that can be done by non- nurses or non-licensed personnel.

STRATEGIES FOR EFFECTIVE DELEGATING:

Although some managers balk at the idea of sharing enough information or

authority for delegation to be effective, a variety of strategies can be

implemented to ensure effective delegation. They are;

Plan ahead:

Plan ahead when identifying tasks to be accomplished. Assess the situation and

clearly delineate the desired outcomes.

Identify necessary skills and levels:

Identify the skill or educational level necessary to complete the job. Often legal

and licensing statutes determine this. The manager should know the official job

description ecpectations for each worker classification in the organization.

Select the most capable personnel:

Identify the qualified person best able to complete the job in terms of capability

and time to do so. Managers should ask the individuals to whom they are

delegating if they are capable of completing the delegated task but should also

validate this perception by direct observation. It is also important that the

person to whom the task is being delegated considers the task to be important.


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Communicate the goal clearly:

Managers should encourage employees to attempt to solve problems

themselves; however employees often need to ask questions about the tak or to

clarify the desired outcome. When this happens, the manager should clearlycommunicate what is to be done, including the purpose for doing so, and verify

comprehension. The manager should also include any limitation or

qualifications that have been imposed. Although the desired product should be

specified, it is important to give the subordinate feedback and appropriate

degree of autonomy in deciding exactly how the work can be accomplished.

Set deadlines and monitor progress:

Set time lines and monitor how the task is being accomplished through informal

but regularly scheduled meetings. This shows an interest on the part of the

manager, provides for a periodic review of progress and encourages ongoing

communication to clarify any questions or misconceptions.

Model the role and provide guidance:

If the subordinate is having difficulty carrying out the delegated task, the

manager should be available as a role model and resource in helping to identify

alternative solutions. The manager should also convey a feeling of confidence

and encouragement. Reassuming the delegated task should be a managers last

resort, because this action fosters a sense of failure in the employee and

demotivates rather than motivates.

Evaluate performance:

Evaluate the subordinates performance after the task has been completed.

Include positive and negative aspects of how the person has completed the task.

Specific feedback can provide a chance for personal and professional growth.

Without this feedback, delegators and subordinates are unable to have amutually trusting and productive relationship.

Reward accomplishment:


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Be sure to appropriately reward a successfully completed task. The more

recognition team members receive, the more recognition will be given to their

leader.

CHARACTERISTICS OF EFFECTIVE DELEGATION

Effective delegation requires that the delegator have delegation skills as delegation

is not simple. Milgram, Spector and Treger(1999) describe some aspects of

effective delegation that need to be considered in the assessment.

Delegate when there is someone more skilled available or when the task can

be completed by a subordinate whose time is less expensive.

Do not give employees just menial tasks; include tasks that offer

opportunities for learning and growth.

Distribute tasks with an understanding of each employees job status, abilities

and total workload.

Use benchmarks to monitor progress along the way; having only a deadline

can be overwhelming.

Do not micromanage subordinates. Experienced employees usually have the

skills necessary for managing complex tasks on their own. They can also

provide a wealth of information that will help to better understand the

functioning of the department or even of the entire organization.

Establish what needs to be done, and then provide support for the employees

as he or she decides how to accomplish the job.

ROLE OF NURSE MANAGERS IN SUCCESSFUL DELEGATION:

1. Train and develop subordinates:

It is an investment .Give them reasons for the task, authority, details, opportunity

for growth, and written instructions if needed.

2. Plan ahead. It prevents problems.

3. Control and coordinate the work of subordinates.


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Develop ways of measuring the accomplishment of objectives with

communication, standards, measurements, and feedback to prevent errors. Nursingemployees want to know the nurse managers expectations of them. They

understand expectations from clearly defined jobs, work relationships, and

expected results.

4. Visit subordinates frequently. Spot potential problems of morale, disagreementand grievance.

5. Coordination to prevent duplication of effort.

6. Solve problems and think about new ideas. Emphasize employees solving theirown problems.

7. Accept delegation as desirable.

8. Specify goals and objectives.

9. Know subordinates capabilities and match task or duty to the employee. Be surethe employee considers it important.

10. Agree on performance standards. Relate managerial

11. References to employee performance.

12. Take an interest

13. Assess results. The nurse manager should accept the fact that employees will

perform delegated tasks in their own style.

14. Give appropriate tasks.

15. Do not take back delegated tasks.

16. Follow all the five rights of delegation

17. Take actions when work is delegated in an inappropriate or unsafe manner

18. Educate professional nurse about the nurse practice acts that govern the scopeof practice in their respective areas


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COMMON DELEGATION ERRORS

Delegation is a critical leadership skill that must be learned. Frequent mistakes

made by managers in delegating include underdelegating, overdelegating and

improper delegating.

Under delegating:

This usually stems from the managers false assumption that delegation may be

interpreted as a lack of ability on his or her part to do the job correctly or

completely. Another important cause of underdelegating is the managers desire to

complete the whole job personally due to lack of trust in the subordinates; the

manager believes that he or she needs the experience or that he or she can do itbetter and faster than anyone else. Manager feels that subordinates will resent

having work delegated to them. The manager lacks experience in the job or in

delegation itself or because he/ she has excessive control oe need to be perfect.

Novice managers under delegate because they find it difficult to assume the

managerial role.

Over delegating:

In contrast to underdelegating which overburdens the manager, some managersoverdelegate, burdening their subordinates. Some managers overdelegate because

they are poor managers of time, spending most of it just trying to get organized.

Others overdelegate because they feel insecure in their ability to perform task.

Employees may become overworked and tired, which can decrease their

productivity.

Improper delegating:

Improper delegation includes such things as delegating at the wrong time, to wrongperson or for the wrong reason. It may also include delegating tasks and

responsibilities that are beyond the capability of the person to whom they are being

delegated or that should be done by the manager. E.g. is delegating decision

making without providing adequate information.


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BARRIERS TO DELEGATING

Barriers in the delegator

1. Preference for operating by oneself

2. Demand that everyone know all the details.

3. Super nurse syndrome: feeling that others cannot do what you can do so you

try to do it all

4.

Feeling of overburdening the sub-ordinates

5. I can do it better myself fallacy,

6. Lack of experience in the job or in delegating.

7.

Lack of role models8. Lack of self confidence

9. Insecurity : think that it means they are incapable if they delegate to othersand lack of trust in others to do the job right

10.Fear of being disliked

11.

Fear of criticism

12.

Refusal to allow mistakes

13.Lack of confidence in subordinates.

14.Perfectionism, leading to excessive control.

15.Lack of organizational skill in balancing work loads.

16.

Poor relationship with the staff will block effective delegation

Barriers in the delegate

1. Lack of experience

2. Lack of competence


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3. Avoidance of responsibility

4. Overdependence on the boss

5. Disorganization

6. Overload of work

Barriers in the Situation

1. One- personshow policy

2. No toleration of mistakes

3. Criticality of decisions

4. Urgency, leaving no time to explain

5. Confusion in responsibilities and authority, lack of position description

6. Understaffing.

7. Poor communication

Saccomano SJ, Pinto-Zipp G, Registered nurse leadership style and

confidence in delegation

The present study explored and described the relationship between RN leadership

styles, demographic variables and confidence in delegation in a community

teaching hospital. Utilizing a cross-sectional survey design, RNs employed in

one acute care hospital completed questionnaires that measured leadership style

[Path-Goal Leadership Questionnaire (PGLQ)] and confidence in delegatingpatient care tasks [Confidence and Intent to Delegate Scale (CIDS)].Results shows

that the data did not confirm a relationship between confidence in delegating tasks

to unlicensed assistive personnel (UAPs) and leadership style. Nurses who were

diploma or associate degree prepared were initially less confident in delegating

tasks to UAPs as compared with RNs holding a bachelors degree or higher.


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Further, after 5 years of clinical nursing experience, nurses with less educational

experience reported more confidence in delegating tasks as compared with RNs

with more educational experience.They concluded thatit is imperative that nurse

managers provide nurses with the educational opportunities necessary to develop

delegation and supervision strategies to adapt to the changing RN role whileadhering to differences in scope of practice. Globally, RNs are caring for

increasing numbers of acutely ill patients with scarce resources ensuring an

adequately trained RN/UAP team can help support optimal patient care

CONCLUSION

In any position where an individual is responsible for the direction of other people,

delegation of responsibility is essential. Delegation of responsibility requiresdelegation of authority to do the work and it is impossible to hold any one

responsible for results when such authority is not forthcoming. The staffs will be

much happier if each member is given a piece of work for which she is held

responsible and in which she has the opportunity to use her organizing or creative

powers.

REFERENCES

1. Basavanthappa B T. Nursing Adninistration.2ndedition. New Delhi; Jaypee

brothers

2. Marquis B L, Huston C J . Leadership roles and management functions in

nursing- theory and application. 6thedition. Philadelphia: Lippincott William

and Wilkins publications; 1996.

3.

Barett J. Ward management and teaching. 2nd edition. New Delhi: BS

publications; 1967

4. Finkelman W A. Leadership and management in nursing. 1stedition. Dorling

Kindersley publications; 2009.

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Delegation Sanu