DELEGATION
INTRODUCTION:
Delegation is the use of personnel to accomplish a desired objective through allocation of authority and responsibility.
Delegation is not merely distributing care. It is a path to and a significant success factor for professional practice. Delegation is
a link that joins organizational concepts with the management process; it is that which allows a manager to manage. In the past,
effective delegation has not been an activity emphasized in nursing. As a result many nurses do not value this skill.
Educational programme has emphasized primary nursing as the dominant method of delivering nursing care which focuses on
the skill of individual nurse. As a nurse manager it is essential to know about the principles, purpose, steps, and concepts of
delegation. It is also necessary to know about the barriers of delegation and the effective measures to overcome those barriers.
DEFINITIONS:
Delegation
Delegation is transferring to a competent individual the authority to perform a selected nursing task in a selected situation. (The
National Council of State Boards in Nursing, 1995).
Delegator:- The delegator possesses the authority to delegate by virtue of both positions in the agency.
Delegate: The delegate receives direction for what to do from the delegator.
PURPOSE OF DELEGATION
To achieve organizational goal
Time and cost savings
Professional growth of employees and it mears imparting training to them.
Professional growth of the manager and decrease the burden of tasks
Helps the chief executive to devote more time in decision making, policy formulation and planning
Makes the organization to act efficiently and economically and bring flexibility in it
Helps in creation of managerial class and develops a sense of responsibility in subordinate
Delegation avoid delay and helps in succession
TYPES OF DELEGATION
1. GENERAL DELEGATION:- the subordinate is granted authority to perform all the functions in his department or
division. However, the subordinate will be under the overall guidance and control of the superior.
2. SPECIFIC DELEGATION:- a person is given authority regarding specific function. For example, a sales person may
be given the authority to collect payments from debtors. Specific delegation is precise and the subordinate clearly
understands what he is expected to do. But it may create inflexibility in the organization.
3. FORMAL DELEGATION:- a formal delegation of responsibility and authority refers to ensuring responsibility and
authority to an official position in the organization structure.
4. INFORMAL DELEGATION:- an informal delegation does not create any obligation. Here delegation is not entrusted
the work neither he is given the responsibility and authority formally.
THREE FOUNDATIONS FOR DELEGATION
Delegation depends on a balance of responsibility, accountability and authority
Authority: It is the right and the power to determine, influence or evaluate.
Responsibility: It is the condition of accepting important duties or obligations
Accountability: It is the condition of being answerable.
STEPS IN DELEGATION
Plan ahead
Identify needed skills and levels
1
Select most capable personnel
Communicate clearly
Set deadlines and monitor the progress
Empower the delegate
Evaluate the job performance
Reward accomplishments
KINDS OF DELEGATIONS
Full delegation
Partial delegation
Conditional delegation
Formal delegation
Informal delegation
PRINCIPLES OF DELEGATION
Whelton and Cameron in 1998 identified 14 principles for delegation they are:
1. Begin with the end in mind
2. Delegate completely
3. Allow participation in the delegation of assignments
4. Establish parity between authority and responsibility
5. Work within the organizational structure
6. Provide adequate support for delegated task
7. Focus accountability on results
8. Delegate consistently
9. Avoid upward delegation
10. Clarify consequences
11. Communicate clearly and completely
12. Make your availability clear to the resource group
13. Retain control
14. Express progress reports
ERRORS IN DELEGATION
1. Under delegation:- The manager may become over worked and overwhelmed. This frequently comes from his/her
assumption that delegation may be interpreted as the lack of ability on his/her part to do a correct or complete job. Another
frequent cause for under delegating is the manager desire to ‘do the whole job by myself’ because of the belief that he/she
needs experience or the belief that he/she can do it better and faster than anyone else.
2. Over delegation:- Some managers over delegate as they are poor monitors of time and spend most of their time just trying
to get organized. Others over delegate because they feel insecure in their ability to perform a task
3. Improper delegation:- It includes delegating at the wrong time, wrong person for a wrong reason. It may include assigning
the task and responsibility that are beyond the capability of the person
4. Upward delegation:- When the manager delegated a task to a subordinate, the subordinate makes use of the manager
to complete the task
OBSTACLES IN DELEGATION
Fear of being disliked
Inability to give up any control of the situation
Inability to prioritize using Maslow’s hierarchy of needs
Lack of confidence to move beyond their level
Tendency to isolate oneself and choosing to complete all tasks alone
Lack of confidence to delegate to staff who were previously one’s peers
2
Ineffective to communicate effectively and develop working relationships with other team members.
Thinking of oneself as the only one who can complete the task
Lack of knowledge about staff’s capability
BARRIERS OF DELEGATION IN DIFFERENT LEVEL
1. Organizational level
Lack of established methods and procedures
Lack of means of coordination and communication
Unstable and changing nature of work
Size and location of an organization
2. Managerial level
Superiors are afraid that others will not make proper decisions or carry them in a desired manner
Fear that disloyal centers will develop among strong subordinate
In public administration political consideration often make delegation difficult
At time who desire to delegate do not know how to do it
“I can do it better myself” fallacy
Lack of ability to direct
Lack of confident in staff
Absence of control that warn of impending difficulties
Aversion of taking risk
3. Subordinate level
Easier to ask the boss
Fear of criticism
Lack of necessary information and resources
Lack of self confident
May have more work than the employee can do
Positive incentive may be inadequate
More work than once capacity to work
Lack of resources and information to do a good job
SYMPTOMS OF POOR DELEGATION
Long queue before boss room
Boss is always busy
Boss taking suitcase to home at evening
Subordinate unhappy
Disorganized resource
Always delay in work
FIVE RIGHTS FOR DELEGATION:
Right person
Right task
Right circumstances
Right communication
Right supervision
DEVELOPMENT OF DELEGATION PROCESS IN PATIENT CARE
3
o Know the patient
o Know the staff member
o Know the task delegated
o Explain the task and expected outcome
o Expect responsible action from the delegates
o Assess and supervise job performance
o Evaluate and follow
DELEGATION SKILLS
Create an environment of trust and co operation
Create environment of teaching and learning
Promote client satisfaction
Communicate effectively
Provide feedback and follow-up evaluation.
FACTORS AFFECTING DELEGATION
Love for authority(Boss)
Fear of losing position(Boss)
Lack of trust(Boss)
Fear of criticisms(Both)
Low self confidence(Subordinate)
Absence of rewards(Subordinate)
DELEGATION AS A FUNCTION OF PROFESSIONAL NURSING
With the restructuring of care delivery models, registered nurses at all levels are increasingly being expected to make
assignments for and supervise the work of different level of employees.
The pew report suggested that the clinical management role of nursing needed to be recorded and recognized as an
“increasingly important strength of training and practices at all levels”.
Registered nurses asked to assure the role of supervisor and delegator need preparation to assure these leadership tasks.
Registered nurses who supervise subordinates, especially those who entered practice in 1980s have experienced only total
RN staffing a primary nursing system of care delivery.
Lengacher and colleagues suggest that repeated education programs on delegation principles and role clarify are necessary
for RNS to demonstrate consistency in delegating appropriate role activities and to begin to feel confident in delegating.
Nursing schools and healthcare organizations need to do a better job of preparing professional nurses about the nurse
practice acts governing the scope of practice in their state, basic delegation principles of delegating to the right person, at
the right time and for the right reason and action must be undertaken.
REFERENCES:
1. Sullivan (1985) Effective Management in Nursing, Adison Wesly publishing company, 1st edition
2. Jones. R.P (2008) Nursing Leadership and management theories, processes and practice, Jaypee publishers, New Delhi
3. Vestal. W. Katherine (1992) nursing Management: Concepts, issues, J.P Lippincott company3rd edition
4. Rebecca Samson (2009) Leadership and Management in Nursing Practice and Education, 1 st edition, Jaypee Publishers,
New delhi
5. Janice Rider Ellis (2005) Managing and Coordinating nursing care, Lipincot William Wilkin’s publishers, 2nd edition
6. Potter (2010) Delegation Practices between Registered Nurses and Nursing Assistive personnel, Jouranal of Nursing
Management, March 2010, 18 (2) 157-165
7. Mitty (2010) Nursing delegation and Medication administration in assistive living, Nursing Administration, April- June
2010: 34, (2), 162- 171
