DELEGATION AS A MANAGEMENT FUNCTION

Introduction

Delegation is getting the work done by others or as directing the performance of one or more people to accomplish organisational goals. Delegation is the assignment of authority and responsibility to another person to carry out specific activities. The person who delegated the work remains accountable for the outcome of the delegated work. Delegation provides a means for increasing productivities. Delegation empowers a subordinate to make decisions.

Definition

Delegate- to entrust to another; to appoint as ones representative; to assign responsibility or authority. Delegation- the act of empowering to act for another. Delegation is defined as the transfer of responsibility for the performance of a task from one person to another Transferring to a competent individual the authority to perform a selected nursing task in a selected nursing situation . The nurse retains accountability for delegation The transfer of responsibility for the performance of an activity from individual to another while retaining accountability for the outcome . !"merican #urses "ssociation$ Delegation is appointing a person to act on one%s behalf

5 Rights to delegation !#&'(#$ #&'(# in )' presents * rights to delegation from the perspectives of both nursing service administrator and staff nurse. +. ,ight task -. ,ight circumstance .. ,ight person /. ,ight direction0communication *. ,ight supervision0evaluation Delegation Process +. Define the task -. Decide on the delegate

.. Determine the task /. ,each an agreement *. 1onitor performance and 2. provide feedback Strategies for effective delegating

3lan ahead 4dentify necessary skill and levels 'elect most capable person &ommunicate goal clearly 5mpower the delegate 'et deadlines and monitor progress 1odel the role6 provide guidance 5valuate performance ,eward accomplishment

Successful delegation results in

1akes work easier. 4mproves efficiency. 4ncreases employee effectiveness. Develops employees. 5nsures that the right people do the right 7obs.

American Nurses' Association's Recommendation on delegating 7ob to #ursing "ssistants by ,#s "ctivities which cannot be delegated6 +. initial nursing assessment 8 subse9uent assessment if nursing 7udgement is needed; -. decisions07udgements about the nursing diagnoses; .. decisions07udgements about outcomes; /. determining 8 approving of plan of care; *. interventions that re9uire professional nursing knowledge: decisions: or skill; and 2. decisions07udgements of the evaluation of care.

;hen delegating 7ob to #ursing "ssistants +. <irst: must meet legal 'cope of 3ractice. -. 'econd: must be within education0training. .. Third: must be included in 7ob description. /. <ourth: must meet policy and procedure descriptions. *. <ifth: must be competent to perform task. 2. 'i=th: individual must be under ,#%s supervision !organi>ational chart$. ?. 'even: must be able0available to direct or guide. @. Aast: must consider client outcomes: circumstances: 8 safety. Common delegation errors

Under delegating - 1anagers desire to complete the whole 7ob personally due to lack of trust in sub-ordinates may lead to under delegation. Over delegating - some managers over delegate burdening their subordinates Bthers do so because they feel insecure in their ability to perform a task: and due to lack of organisation time. 4t can decrease the productivity. Im!ro!erl" delegating- it includes delegating the things at wrong time: to the wrong person or for the wrong reason. "lso delegating the 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.

#arriers to delegation

The belief that i can do it better myself Aack of confidence and trust in workers Aow self confidence: insecurity Cague 7ob description 4nade9uate training Aack of ade9uate recruitment and selection Time involved in e=plaining the task ,eluctance to take the risks involved in depending on others. <ear of loss of power

Su$ordinate resistance to delegation

<ailure of the delegator to see the subordinates perspectives ;orkload assigned are highly challenging both physically and mentally

(elief of employees that they are incapable of completing the delegated task. 4nherent resistance to authority Due to over delegation

Delegating to a transcultural %or& team <actors which may affect delegation when dealing with sub-ordinates from different cultural background include

&ommunication 'pace 'ocial organisation Time 5nvironmental control (iological variations

&onclusion

Delegation is the transfer of authority to perform a specific nursing task in a specific situation to a competent individual. Delegation is the entrusting of authority: power and responsibility to another. ;hen used appropriately: delegation is a vital tool for the professional nurse and should ensure safe: competent nursing care. Delegation and responsibility are considered closely related concepts.

Research In!uts 'actors influencing outcomes after delegation to unlicensed assistive !ersonnel ( " national survey of licensed nurses in )' that describes factors associated with patient outcomes when nursing activities are delegated to unlicensed assistive personnel !)"3$ found that licensed nurses% overall e=perience and )"3%s e=perience in the current work setting were associated with more positive events. ;hen the outcome of the delegated activity was determined by routine observation: more positive events occurred. Dowever: when there was no direct supervision of the )"3: more negative events occurred. ,ecognition of the importance of the supervisory process has implications for educational opportunities that focus on strengthening licensed nurses% delegation competencies. References +. ;ard 1E: 3rice '" .4ssues in nursing administration. 't.Aouis6 1osby;+FF+. -. 1ar9uis (.A. :Dutson &.E . Aeadership roles and management functions in nursingG Theory and application. *th ed. 3hiladelphia6 Aippincott ;illiams and ;ilkins; -HH2.

.. Douglass A 1. The effective nurse- leader and manager. *th ed. 1osby6 't. Aouis; +FF2. /. 1orrison 1. 3rofessional skills for leadership. 1osby6 )'; +FF.. *. 5llis E ,: Dartley & A. 1anaging and &o-ordinating nursing care. .rd ed. Aippincott6 3hiladelphia;+FF*. 2. (asvanthappa (T. #ursing administration. #ew Delhi6 Eaypee brothers; -HHH. ?. "nthony: 1ary I.: Theresa; Dert>: Eudith .<actors 4nfluencing Butcomes "fter Delegation to )nlicensed "ssistive 3ersonnel. EB#". .H!+H$6/?/-/@+: Bctober -HHH.