Never tell people how to do things, tell them what to do

And they will surprise you with their ingenuity -

George . S. Patton

1. 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.

2. DEFINITIONS: ^[1-2]

2.1. 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)

2.2. Delegator:

The delegator possesses the authority to delegate by virtue of both positions in the agency

2.3. Delegate: The delegate receives direction for what to do from the delegator.

3. PURPOSE OF DELEGATION^[2]

· 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

4. THREE FOUNDATIONS FOR DELEGATION ^[3]

Delegation depends on a balance of responsibility, accountability and authority

4.1.Authority: It is the right and the power to determine, influence or evaluate.

4.2.Responsibility: It is the condition of accepting important duties or obligations

4.3.Accountability: It is the condition of being answerable.

5. STEPS IN DELEGATION ^{[1, 4]}

Plan ahead

Identify needed skills and levels

Select most capable personnel

Communicate clearly

Set deadlines and monitor the progress

Empower the delegate

Evaluate the job performance

Reward accomplishments

6. KINDS OF DELEGATIONS ^[5,6]

Full delegation

Partial delegation

Conditional delegation

Formal delegation

Informal delegation

7. PRINCIPLES OF DELEGATION ^[7]

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

8. DELEGATION FRAMEWORK ^[5]

2 common failures: + - giving improper direction; +- providing improper follow through of agency protocol

2 key recommendation: * - only to those properly qualified to perform*- all staff be properly identified

9. ERRORS IN DELEGATION ^[8]

9.1. 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.

9.2. 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

9.3. 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

9.4. Upward delegation

When the manager delegated a task to a subordinate, the subordinate makes use of the manager to complete the task

10. OBSTACLES IN DELEGATION^[^9]

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

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

11. BARRIERS OF DELEGATION IN DIFFERENT LEVEL ^[10]

11.1. 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

11.2. 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

11.3. 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

12. SYMPTOMS OF POOR DELEGATION ^[11]

Long queue before boss room

Boss is always busy

Boss taking suitcase to home at evening

Subordinate unhappy

Disorganized resource

Always delay in work

13. FIVE RIGHTS FOR DELEGATION: ^[5]

Right person

Right task

Right circumstances

Right communication

Right supervision

14. DEVELOPMENT OF DELEGATION PROCESS IN PATIENT CARE ^[11]

Know the patient

Know the staff member

Know the task delegated

Explain the task and expected outcome

Expect responsible action from the delegates

Assess and supervise job performance

Evaluate and follow

15. DELEGATION SKILLS^[^7]

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.

16. CONCLUSION:

In this era of restricted staff and teams of personnel with different level of education and experience), the ability to assign and supervise work is essential. Every organizational mission is expressed through its work and coordination and executed through the efforts of managers and employees.

17. REFERENCES:

1. Sullivan (1985) Effective Management in Nursing, Adison Wesly publishing company, 1^st 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, 2^nd 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

8. Cherry Barbara (2002) Contemporary Nursing : Issue, Trends, Management Elsiever Mosby publishers, 2^nd edition

9. Linda.A. Benhard (1995) Text Book of Leadership, Mosby Publishers

10. Murray.M.E. (2003) Leadership Management in Nursing, pearson Prentice Hall Publishers, New Jersy

11. Bittner, Nancy, Craulin (2009) Critical Thinking, delegation and missed care in nursing practice, journal of Nursing Administration, March 2009, vol 39, issue 3,142-146

Received on 10.11.2013 Modified on 11.02.2014

Asian J. Nur. Edu. & Research 4(2): April- June 2014; Page 242-244