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

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  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
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  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 

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 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