GOVERNMENT COLLEGE OF NURSING,

BILASPUR (C.G.)

SESSION – 2020-21

SUBJECT – NURSING MANAGEMENT

SEMINAR ON

DELEGATION ; COMMON DELEGATION ERRORS

SUBMITTED TO SUBMITTED BY
MS. KUNDAN KHALKHO MS.PRAKASHNI
ASSISSTANT PPROFESSOR M.Sc. NURSING 1ST YEAR
M.Sc. (MENTAL HEALTH NURSING)
 DELEGATION
COMMON DELEGATION ERRORS
Never tell people how to do things , tell them what to do and they will surprise you with their
ingenuity - George .S. Patton

INTRODUCTION
Delegation is a major element of the directing function of nursing management . It is an effective nurse
management competency by which nurse managers get the work done through their employees . Delegation
is a part of management , it requires professional training and development to accept the hierarchical
responsibilities of delegation .

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 .

DEFINITION

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 )

Delegation can be defined as getting work done through others , or as directing the performance of one or
more people to accomplish organizational goals.

Delegation is the process of assigning responsibility and authority to co-worker and ensuring his
accountability .

Delegation is defined as assigning authority to a person who thereby assumes the right to perform a task
including decision making task and is accountable for the task .

Delegation can be defined as getting work done through others, or as directing the performance of one or
more people to accomplish organizational goals.
Delegation is the process of assigning responsibility and authority to co- worker and ensuring his
accountability.

Acc To B.T. Basavanthappa

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 means 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.

DELEGATION HAS THREE ESSENTIAL ASPECTS OR DIMENSIONS

 Assignment of duties and task.
 Grant of authority, power, right or permission.
 Creation of accountability.

Assignment of duties:

• As one person cannot perform all the tasks, he must allocate a part of his to subordinates for
the purposes of accomplishment by them .

Grant of authority:

• Delegation of authority means division of authority and powers downwards to the

subordinates. If the delegated duty is to be discharged by subordinates, they must be entrusted
with requisite authority for enabling them to make such work performance.

Creation of accountability:

• Delegation of duties implies accountability from side of subordinates. Because of this

accountability, the manager must keep for himself some reserved authority and duties for
directing, regulating and controlling the course of work undertaken by his subordinates.
PRINCIPLES OF DELEGATION
1. Assignment of duties in terms of expected results.
2. Parity of authority and responsibility.
While assigning duties to subordinates, there should be equality of authority and responsibility.
3. Clarification of limits of authority:
It is the clear limit of authority that permits subordinates to exercise initiative to develop their
personal capacity through freedom of action and to know their area of operation
4. Unity of command:
As employee should receive orders from one superior only. So subordinates should always be placed
under the guidance, control and supervision of one supervisor who will set up work priorities and will
arrange for co- operation.

LIST OF WAYS OR STEPS FOR NURSE MANAGERS TO SUCCESSFULLY

DELEGATES
 Train and develop subordinates :- It is an investment . Give them reasons for the task ,
authority , details , opportunity for growth , and written instructions if needed .
 Plan ahead . It prevents problems .
 Control and coordinate the work of subordinate :- Develop ways of measuring the accomplishment
of objectives with communication , standards , measurements , and feedback to prevent errors.
Nursing employees want to know the nurse manager’s expectations from clearly defined jobs, work
relationships ,and expected results.
 Visit subordinates frequently. Spot potential problems of morale , disagreement and grievance .
 Coordination to prevent duplication of effort.
 Solve problems and think about new ideas. Emphasize employees solving their own problems.
 Accept delegation as desirable .
 Specify goals and objectives.
 Know subordinate’s capabilities and match task for duty to the employee . Be sure the employee
considers it important .
 Agree on performance standards . Relate managerial.
 References to employee performance.
 Take an interest.
 Assess results . The nurse manager should accept the fact that employees will perform delegated
tasks in their own style.
 Give appropriate task.
 Do not take back delegated tasks .

REASONS FOR DELEGATING

Assigning routine tasks –
  An assignment is a legal term used in the context of the law of contract and of property . In both
instances , assignment is the process whereby a person , the assignor , transfers rights or benefits to
another , the assignee.
 Assigning tasks for which the nurse manager does not have time.
 Nurse managers are responsible for supervising nursing staff in a hospital or clinical setting . They
oversee patient care , make management and budgetary decisions , set work schedules, coordinate
meetings, and make decision about personnel .
 Problem solving
 Problem solving skills refers to our ability to solve problems in an effective and timely manner
without any impediments . It involves being able to identify and define the problem , generating
alternative solutions, evaluating and selecting the best alternative, and implementing the selected
solution.
 Changes in the nurse manager‘s own job emphasis.
 Nurse leaders need to act as agent of change , to implement changes that will benefit nursing practice
and improve quality of patient care. The challenge in change is being able to see past this resistance ,
motivate nurses to understand the reason for change , and involve them in the process.
 Capability building.
 The process of developing and strengthening the skills, instincts , abilities, processes and resources
that organizations and communities need to survive , adapt , and thrive in a fast – changing world .

BARRIERS TO DELEGATING
Barriers in the delegator

 Preference for operating by oneself

 Demand that everyone know all the details.
 I can do it better myself fallacy.
 Lack of experience in the job or in delegating.
 Insecurity
 Fear of being disliked
 Refusal to allow mistakes
 Lack of confidence in subordinates.
 Perfectionism, leading to excessive control.
 Lack of organizational skill in balancing work loads
Barriers in the delegate

 Lack of experience
 Lack of competence
 Avoidance of responsibility
 Overdependence on the boss
 Disorganization
 Overload of work
Barriers in the Situation

One- person – show policy

No toleration of mistakes
Criticality of decisions
Urgency, leaving no time to explain
Confusion in responsibilities and authority.
Understaffing.

FIVE RIGHTS FOR DELEGATION

 Right person
 Right task
 Right circumstances
 Right communication
 Right supervision

Right person
If a task and circumstance are right for delegation, the next “right” of delegation is the right person. Mark
needs to consider if the potential delegates have the requisite knowledge and experience to complete
delegated tasks safely, especially concerning the assessed patient acuity. Before delegating a task, the
registered nurse must know the delegate’s job description and previous training. Mark may be unsure about
his potential delegate’s qualifications. Therefore, he might ask the following questions before delegating a
task:

(1) have you received training to perform this task,

(2) have you ever performed this task with a patient,

(3) have you ever completed this task without supervision, and

(4) what problems have you encountered in performing this task in the past?

Right tasks
First, Mark needs to determine which tasks are right to delegate. Some questions he may ask at this time
would include (1) which tasks are legally appropriate to delegate and (2) can I delegate these tasks based on
this organization’s policies and procedures? Correctly answering these questions will require familiarity
with institutional and nurse practice act guidance. Generally, registered nurses are responsible for
assessment, planning, and evaluation within the nursing process. These actions should not be delegated to
someone who is not a registered nurse.

Right circumstances
After determining the right tasks for delegation, Mark considers the right circumstances of delegation. In so
doing, Mark may ask the following questions:

(1) Are appropriate equipment and resources available to perform the task,

(2) Does the delegate have the right supervision to accomplish the task, and

(3) Is the environment favorable for delegation in this situation?

To appropriately answer these questions, it is imperative that Mark completes an assessment on each client.
Patients who are or may become unstable and cases with unpredictable outcomes are not good candidates
for delegation.

For example, it may be appropriate for unlicensed assistive personnel to feed patients requiring assistance
with the activities of daily living. However, if a patient has a high risk for aspiration and a complicated
specialty diet, delegation of feeding to unlicensed assistive personnel may not be safe.

Right communication                
Finally, the delegator must give the right direction and communication to the delegate. All delegators
must communicate performance expectations precisely and directly. Mark should not assume that his
delegate knows what to do and how to do it, even for routine tasks. Mark must consider whether the
delegate understood the assigned task, directions, patient limitations, and expected outcomes before the
delegate assumes responsibility for it. The delegate also must comprehend what, how, and when to
report back after the delegated task is complete. Delegates also need a deadline for task completion for
time-sensitive tasks.

Right supervision              

The right supervision must be available in all delegation situations. Nurse practice acts require the
registered nurse to provide appropriate supervision for all delegated tasks. In the case study, Mark must
be sure that the delegate will provide feedback after the task is complete. Following task completion,
Mark is responsible for evaluating the outcome of the task with the patient. Registered nurses are
accountable for evaluation and the overall patient outcomes.

DEVELOPMENT OF DELEGATION PROCESS IN PATIENT CARE

 Know the patient

Knowing the patient means knowing clinical and personal information about the patient . Both
domains of information were essential for the nurse to be able to care for the patient , as a unique
person with individual care needs instead of a diagnosis.
 Know the staff member
Take 15 to 20 minutes at the start of each day to interact with your team casually at the individual
level or as a group outside of the one –on-ones . Visit your team’s member at their desks or in the
break room and ask them about their lives. This type of interaction helps build your relationship with
your team.
 Know the task and expected outcome
To perform well , employees need to know what is expected of them . The starting point is an up-to-
date job description that describes the essential functions , tasks and responsibilities of the job . It
 also outlines the general areas of knowledge and skills required of the employee an employee to be
successful in the job.
 Expect responsible action from the delegates
As a manager , you have countless responsibilities that might be overwhelming at times, but that’s
why you have a team . You don’t have to do everything on your own . Many new managers struggle
with this transition , feeling that they still must perform every minor assignment on their to –do list.
To be an effective leader, though , it’s important to learn the art of delegation
 Assess and supervise job performance
The supervisor and employee both play an important role in creating a productive performance
appraisal process . Specific to any performance appraisal cycle , supervisors review the employee’s
position description to ensure it is current and accurate as it is the basis by which performance
should be evaluated.
 Evaluate and follow
Performance evaluations are but one component of an employer’s overall performance management
system . they are designed to measure employee job performance using regular appraisals ,
constructive feedback , improvement plans and informal meetings between supervisors and
employees about job goals and as needed guidance concerning duties and responsibilities . follow up
evaluations serve an equally important purpose in the employment relationship because they don’t
permit employers to drop the ball in assuring their employees that the company is willing to invest in
their success .

ERRORS IN DELEGATION

 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 that he/her needs
experience or the belief that he/her can do it better and faster than anyone else.

 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.

 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.

 UPWARD DELEGATION
When the manager delegated a task to a subordinate, the subordinate makes use of the manager to
complete the task.
DEVELOPMENT OF DELEGATION PROCESS IN PATIENT CARE

 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

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

ADVANTAGES OF DELEGATION
 Delegation serves as a vehicle of co-ordination. The various levels of the organization are used
appropriately.
 A sound system of delegation tends to develop an increased sense of responsibility and enhanced
potential work capacity of individual employee.
 It reduces the executive burden- It relieves the superior of time- consuming, minor duties and
allows him to concentrate more effectively on major responsibilities of his own position.
 Delegation minimizes delay when decision have no longer to be referred up the line.
 As delegation provides the means of multiplying the limited personal capacity of the superior it is
instrumental for encouraging of business.
 Delegation permits the subordinates to enlarge their jobs, to broaden their understanding and
develop their capacity.
 Delegation raises subordinates position in stature and importance and increase their job satisfaction.

DISADVANTAGES OF DELEGATION
 Frailty of human life
 Eye wash delegation
 Unfamiliarity with art of delegation
 Incapacity of subordinates.

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 .

BIBLIOGRAPHY :-

1. Janice Rider Ellis (2005) Managing and Coordinating nursing care , Lipincot William Wilkin’s
Publishers, 2nd Edition.

2. K. Deepak , C.Chandran Sarath , P.B Kumar Mithun, “A Comprehensive Text Book on Nursing
Management , Medical Publishers- Emmess, 2nd Edition 2019 Page No-237-239.

3. Rebecca Samson (2009) Leadership and Management in Nursing Practice and Education , 1st
Edition , Jypee Publishers, New Delhi .

4. Sullivan (1985) Effective Management in Nursing , Adison wesly Publishing Company 1st Edition.

5. Venkatesan B, Loganathan G Anbu T, Raj Bhaskara Elakkuvana D. “Management of Nursing

Services and Education ”Emmess Medical Publishers 3rd Edition page No – 148- 152 .

REFERENCE

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