Asian J. Nursing Edu.

and Research 4(2): April- June 2014

www.anvpublication.org ISSN-2231-1149

RESEARCH ARTICLE

Delegation in Nursing Management: Common Errors

Hepsi Bai J.*
Lecturer, Department of Pediatric Nursing, Sree Gokulam Nursing College, Venjaramoodu, Trivandrum, Kerala
*Corresponding Author Email: hepsijoseph@gmail.com

ABSTRACT:
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. 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.

KEY WORDS: Delegation, common errors, nursing management.

Never tell people how to do things, tell them what to do 2. DEFINITIONS: [1-2]
And they will surprise you with their ingenuity - 2.1. Delegation
George . S. Patton Delegation is transferring to a competent individual the
authority to perform a selected nursing task in a selected
1. INTRODUCTION: situation. (The National Council of State Boards in Nursing,
Delegation is the use of personnel to accomplish a desired 1995)
objective through allocation of authority and responsibility.
Delegation is not merely distributing care. It is a path to 2.2. Delegator:
and a significant success factor for professional practice. The delegator possesses the authority to delegate by virtue
Delegation is a link that joins organizational concepts with of both positions in the agency
the management process; it is that which allows a manager
to manage. In the past, effective delegation has not been an 2.3. Delegate: The delegate receives direction for what to
activity emphasized in nursing. As a result many nurses do do from the delegator.
not value this skill. Educational programme has emphasized
primary nursing as the dominant method of delivering 3. PURPOSE OF DELEGATION [2]
nursing care which focuses on the skill of individual nurse. To achieve organizational goal
As a nurse manager it is essential to know about the Time and cost savings
principles, purpose, steps, and concepts of delegation. It is Professional growth of employees and it mears
also necessary to know about the barriers of delegation and imparting training to them.
the effective measures to overcome those barriers. 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
Received on 10.11.2013 Modified on 11.02.2014 Helps in creation of managerial class and develops a
Accepted on 12.03.2014 A&V Publication all right reserved sense of responsibility in subordinate
Asian J. Nur. Edu. & Research 4(2): April- June 2014; Page 242-244 Delegation avoid delay and helps in succession

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 Asian J. Nursing Edu. and Research 4(2): April- June 2014

4. THREE FOUNDATIONS FOR DELEGATION [3] 8. DELEGATION FRAMEWORK [5]

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
2 common failures: + - giving improper direction; +-
delegation they are:
providing improper follow through of agency protocol
1. Begin with the end in mind
2 key recommendation: * - only to those properly qualified
2. Delegate completely to perform*- all staff be properly identified
3. Allow participation in the delegation of
assignments 9. ERRORS IN DELEGATION [8]
4. Establish parity between authority and 9.1. Under delegation
responsibility The manager may become over worked and overwhelmed.
5. Work within the organizational structure This frequently comes from his/her assumption that
delegation may be interpreted as the lack of ability on
6. Provide adequate support for delegated task
his/her part to do a correct or complete job. Another
7. Focus accountability on results frequent cause for under delegating is the manager desire to
8. Delegate consistently do the whole job by myself because of the belief that
9. Avoid upward delegation he/she needs experience or the belief that he/she can do it
10. Clarify consequences better and faster than anyone else.
11. Communicate clearly and completely
12. Make your availability clear to the resource group 9.2. Over delegation
Some managers over delegate as they are poor monitors of
13. Retain control
time and spend most of their time just trying to get
14. Express progress reports 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

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9.4. Upward delegation 13. FIVE RIGHTS FOR DELEGATION: [5]

When the manager delegated a task to a subordinate, the Right person
subordinate makes use of the manager to complete the task Right task
Right circumstances
10. OBSTACLES IN DELEGATION[9] Right communication
Fear of being disliked Right supervision
Inability to give up any control of the situation
Inability to prioritize using Maslows hierarchy of needs 14. DEVELOPMENT OF DELEGATION PROCESS
Lack of confidence to move beyond their level IN PATIENT CARE [11]
Tendency to isolate oneself and choosing to complete all Know the patient
tasks alone Know the staff member
Lack of confidence to delegate to staff who were previously Know the task delegated
ones peers Explain the task and expected outcome
Ineffective to communicate effectively and develop Expect responsible action from the delegates
working relationships with other team members. Assess and supervise job performance
Thinking of oneself as the only one who can complete the Evaluate and follow
task
Lack of knowledge about staffs capability 15. DELEGATION SKILLS[7]
Create an environment of trust and co operation
11. BARRIERS OF DELEGATION IN DIFFERENT Create environment of teaching and learning
LEVEL [10] Promote client satisfaction
11.1. Organizational level Communicate effectively
Lack of established methods and procedures Provide feedback and follow-up evaluation.
Lack of means of coordination and communication
Unstable and changing nature of work 16. CONCLUSION:
Size and location of an organization In this era of restricted staff and teams of personnel with
different level of education and experience), the ability to
11.2. Managerial level assign and supervise work is essential. Every organizational
Superiors are afraid that others will not make proper mission is expressed through its work and coordination and
decisions or carry them in a desired manner executed through the efforts of managers and employees.
Fear that disloyal centers will develop among strong
subordinate
In public administration political consideration often make
17. REFERENCES:
1. Sullivan (1985) Effective Management in Nursing, Adison Wesly
delegation difficult publishing company, 1st edition
At time who desire to delegate do not know how to do it 2. Jones. R.P (2008) Nursing Leadership and management theories,
I can do it better myself fallacy processes and practice, Jaypee publishers, New Delhi
Lack of ability to direct 3. Vestal. W. Katherine (1992) nursing Management: Concepts,
Lack of confident in staff issues, J.P Lippincott company3rd edition
4. Rebecca Samson (2009) Leadership and Management in Nursing
Absence of control that warn of impending difficulties Practice and Education, 1st edition, Jaypee Publishers, New delhi
Aversion of taking risk 5. Janice Rider Ellis (2005) Managing and Coordinating nursing
care, Lipincot William Wilkins publishers, 2nd edition
11.3. Subordinate level 6. Potter (2010) Delegation Practices between Registered Nurses
Easier to ask the boss and Nursing Assistive personnel, Jouranal of Nursing
Management, March 2010, 18 (2) 157-165
Fear of criticism 7. Mitty (2010) Nursing delegation and Medication administration
Lack of necessary information and resources in assistive living, Nursing Administration, April- June 2010: 34,
Lack of self confident (2), 162- 171
May have more work than the employee can do 8. Cherry Barbara (2002) Contemporary Nursing : Issue, Trends,
Positive incentive may be inadequate Management Elsiever Mosby publishers, 2nd edition
9. Linda.A. Benhard (1995) Text Book of Leadership, Mosby
More work than once capacity to work
Publishers
Lack of resources and information to do a good job 10. Murray.M.E. (2003) Leadership Management in Nursing, pearson
Prentice Hall Publishers, New Jersy
12. SYMPTOMS OF POOR DELEGATION [11] 11. Bittner, Nancy, Craulin (2009) Critical Thinking, delegation and
Long queue before boss room missed care in nursing practice, journal of Nursing
Administration, March 2009, vol 39, issue 3,142-146
Boss is always busy
Boss taking suitcase to home at evening
Subordinate unhappy
Disorganized resource
Always delay in work

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