NURSING MANAGEMENT

DELIGATION IN MANAGEMENT

SUBMITTED TO SUMITTED BY

Mrs.Thankamani VR Ms.Sona.KC

Associate professor 2 nd year MSc Nursing

Govt.College of Nursing Govt.College of Nursing

Thrissur Thrissur

Submitted on :31.12.2019

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 INTRODUCTION

Delegating 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 part of management; it requires professional training and development to accept the
hierarchical responsibilities of delegation. It is the process by which the manager assigns specific
tasks/duties to workers with commensurate authority to perform the job. By delegating well defined
tasks and responsibilities, the nurse manager can be freed of valuable time that can well be spent on
planning and evaluating nursing programs and activities. It also trains and develops staff members who
desire greater opportunities and challenges in their work making them more committed and satisfied in
their jobs. The process by which authority passes from one managerial level to another is known as
delegation. Delegation of authority means the superior delegate’s decision-making power to his/her
subordinate. Delegation of authority can be taken back by the superior when the task that is delegated
is completed.

MANAGEMENT

Different experts have defined the term “Management”. Some of these definitions are given
below:

The term management is not so easy to define as different authors defined it differently and used it in a
variety of ways. Being a new discipline, it has drawn concepts and principles from a number of discipline,
it has drawn concepts and principles from a number of discipline such as sociology, psychology,
anthropology, statistics and economics and so on . And each group contributor has treated management
differently.

Definition:-

 Different experts have defined the term “Management” some of these definitions are given
below : - “ To manage is to forecast and plan , to organize , to co-ordinate and to control”
- Henry Fayol

 “Management is a distinct process consisting of planning, organizing, activating and controlling

to determine and accomplish the objectives by the use of people and resources.”

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 - G.R. Terry
 “Management is simply the process of decision making and control over the action of human
beings for the express purpose of attaining pre-determined goals”
- Stanley Vance

Functions of management

Different experts have classified functions of management .According to George & Terry, “There are four
fundamental functions of management i.e. planning, organizing, actuating and controlling”. According to
Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control “Whereas,
Luther Gullick has given a keyword ‘POSDCORD’ .In POSDCORB,

P – Planning

O – Organizing

S – Staffing

D - Directing Reporting

CO – Coordinating

R – Reporting

B – Budgeting

ORGANIZING

Organizing may be defined as the arranging of component parts into functioning wholes. The purpose of
organizing is to coordinate activities so that a goal can be achieved. The terms “planning” and
“organizing” are often used synonymously. For example, organizing is considered step in the nursing
process; however, planning is the second. In the managerial process (i.e., managerial theory of
leadership, planning is considered the first step and organizing, the second.

In the managerial, planning is the determination of what is to be accomplished, and organizing is the
determination of how it will be accomplished. However, most authors still describe the two processes
with considerable overlap.

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In the nursing process, planning includes writing objectives, setting priorities, and determining activities
to meet the objectives. Thus, organizing may be considered part of the planning, even though it is not
specifically identified. Planning, and thus organizing, may be viewed as being part of all processes,
including the leadership process. Thus, planning and organizing may be said to answer the what, why,
how, when, and where questions about specific activities.

 Many classical organizational theories (Weber’s bureaucracy, Taylor, Gulick …etc.) supported
the idea and function of organizing inside the agency.
 The definition of organizing: – “It is a process that refers to identifying and grouping of activities
to be performed, defining and delegating authority, specifying responsibility and establishing
relationships to enable people to work together effectively in accomplishing objectives.”

 Organization: “An identifiable group of people contributing their efforts towards the attainment
of goals is called an organization.”
- Mc .Farland
 A group of people who are co-operating under the direction of leadership for the
accomplishment of a common end”
- RC Davis

There are six steps in the organizing process:

1. Establish overall objectives

2. Formulate supporting objectives, policies and plans
3. Identify and classify activities necessary to accomplish the objectives
4. Group the activities in light of the human and material resources available and the best way
of using them under the circumstances
5. Delegate to the head of each group and the authorities necessary to perform the activities
6. Tie the groups together horizontally and vertically, through authority relationships, and
information systems.

Principles of Organizing

• Principle of Purpose Determination & Integration.

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 • Principle of Specialization and Work Division.
• Principle of Leadership.
• Principle of Span of Control or Supervision.
• Principle of Authority & Responsibility
• Principle of Delegation of Authority.
• Principle of Centralization & Decentralization.

Principle of Delegation of Authority

• Delegation of Authority:

– It is a process that superior or manager assigns some of his tasks to his subordinate with some
authority to do those tasks.

– Transforming certain responsibilities to the specific subordinate and giving a necessary authority to do
it.

• Many managers do the delegation to decrease the pressures on them and focus on certain activities.
Also, it promotes the idea of sharing in decision-making and encouraging subordinates to take this
opportunity and responsibility.

DELIGATION

Delegation refers to the most important of all skills a. Manager must possess- the ability to get results
through others. Delegation is both the gauge and the means of a manager's accomplishment. Once a
man's job grows beyond his personal capacity he will have to delegate in order to acheieve the desired
goals. The performance of a manager depends on his ability to delegate.

DEFINITIONS

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

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

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3. Delegation is one of the most important methods of organizing and also a skill required to a manager.
A manager by dividing his/her work and sharing responsibilities with others can work smoothly and
effectively.

4. Delegation can be defined as the process, where a manager divides the work assigned to him/her, so
as to get help from others in accomplishing the work.

5. Delegating a technique of time management is a major element of the directing function of nursing
administration.

6. Delegation (or deputation) is the assignment of authority and responsibility to another person
(normally from a manager to a subordinate) to carry out specific activities. However, the person who
delegated the work remains accountable for the outcome of the delegated work' Delegation empowers
a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational
level to a lower one.

ELEMENTS OF DELEGATION

A manager alone cannot perform all the tasks assigned to him/her. In order to meet the targets, the
manager should delegate authority. Delegation of authority means division of authority and powers
downwards to the subordinate. Delegation is about entrusting someone else to do parts of job.
Delegation of authority can be defined as subdivision and sub allocation of powers to the subordinates
in order to achieve effective results.

Authority

In context of a business organization, authority can be defined as the power and right of a person to use
and allocate the resources efficiently, to take decisions and to give orders so as to achieve the
organizational objectives. Authority must be well defined. All people who have the authority, should
know what is the scope of their authority and they should not mis-utilize it. Authority is the right to give
commands, orders and get the things done. The top level management has greatest authority. Authority
always flows from top to bottom. It explains how a superior gets work done from his/her subordinate by
clearly explaining what is expected of him/her and how he/she should go about it. Authority should be
accompanied with an equal amount of responsibility. Delegating the authority to someone else does not
imply escaping from accountability. Accountability still rest with the person having the utmost authority.

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Reserved Authority and Delegated Authority:
A delegator may not like to delegate every authority to the subordinates. The authority which he keeps
with him is called reserved authority and the authority which is assigned to the subordinates is
delegated authority.

Responsibility

Responsibility is the duty of the person to complete the task assigned to him/her. A person, who is given
the responsibility, should ensure that he/she accomplishes the tasks assigned to him/her. Ifthe tasks for
which he/she was held responsible are not completed, and then he/she should not give explanations or
excuses. Responsibility without adequate authority leads to discontent and dissatisfaction among the
person. Responsibility flows from bottom to top. The middle level and lower level management holds
more responsibility. The person held responsible for a job is answerable for it. If he/she performs the
tasks assigned as expected, the person is bound for praises. While if he/she does not accomplish tasks
assigned as expected, then also the same person is answerable for that.

Accountability

Means giving explanations for any variance in the actual performance from the expectation's set.
Accountability cannot be delegated. For example, if 'A' is given a task with sufficient authority, and 'A'
delegates this task to B and asks him/her to ensure that task is done well, responsibility rest with 'B', but
accountability still rest with 'A'. The top level management is most accountable. Being accountable
means being innovative as the person will think beyond his/her scope of job. Accountability, in short,
means being answerable for the end result. Accountability cannot be escaped. It arises from
responsibility. For achieving delegation, a manager has to work in a system and has to perform

Following steps:

1. Assignment of tasks and duties.

2. Granting of authority.

3. Creating responsibility and account- ability.

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MEANING OF DELEGATION

 Delegating is:

• ‘The act of delegating, or investing with authority to act for another’ or ‘the distribution of
responsibility and authority to others while holding them accountable for their performance.’

• Hence, delegating means asking someone else to perform a task that is one of your
responsibilities or work that you are being paid to do.

• It is entrusting responsibility and authority to others who then become responsible to us for
their results but we remain accountable to our boss for what our subordinates do.

• In the words of Terry,"Delegation means conferring authority from one executive or

organisation unit to another." It implies that delegation is not only devolution from higher to
lower level and it can be from lower to a higher authority or between equal authorities.
Delegation, thus can be downward, upward or sideward.

• According to Terry, Delegation may be classified as

(a) Downward: when a higher authority delegates to the lower authority as a sales manager
delegates to a salesman

(b) Upward: when a lower authority delegates to a higher authority as the shareholders
delegate their authority to the Board of Directors,

(c)Side ward' when delegation is at an equal level as in a case of a person delegating to his
peers in the organization. Therefore, delegation can be defined as the entrustment of a part of
work or responsibility and authority to another and the creation of accountability for
performance.

CONCEPT OF DELEGATION
o A concept related to authority is delegation.
o Delegation is the downward transfer of authority from a manager to subordinate .Most
organizations today encourages managers to delegate authority in order to provide maximum

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 flexibility in meeting customer needs. In addition, delegation leads to empowerment, in that
people have the freedom to contribute ideas and do their jobs in the best possible ways.

TYPES OF DELEGATION:
Delegation can be of several types viz., permanent or temporary, full or partially, conditional or
unconditional, formal or informal, and direct or indirect. We shall discuss these different types in some
detail.

 Permanent and Temporary Delegation

Delegation may be permanent or temporary nature. In case of permanent delegation the powers are
delegated forever subject to normal conditions. Only in extraordinary circumstances this kind of
delegation might be revoked. Temporarily delegation implies delegation of powers for a short period for
the accomplishment of some end .when the end is achieved the delegation also ends .According to Erwin
Haskell Schell. The extent and area of delegation may vary depending upon circumstances. You may for
example wish to delegate responsibilities for a temporary period , pending the return of one who has his
responsibility as a regular assignment.

 Full and partial delegation

Delegation is full when no condition are attached to the person , whom powers are delegated ,has she full
authority to make decision and take action .It is partial when the decision taken by him is to approved by
the delegation authority .For example when a diplomat is sent abroad with full powers to negotiate ,it is
full delegation but when he is required to pet advice or approval before making the final negotiation ,it is
partial delegation .

 Conditional and Unconditional

Delegation ran be conditional and unconditional .Delegation is conditional when some conditions are
imposed on the person, on whom the delegation is conferred .It is unconditional when the subordinate is
free to act without any reservation. For example when the decision of the subordinate is subject to
confirmation and revision by the superior it is conditional delegation but when he authorities to act in his
discretion the delegation is unconditional.

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  Direct and indirect

Delegation is direct when no intermediary is involved. But when a third person or party is involved, it
may be called indirect delegation

 General or Specific Delegation:

When authority is given to perform general managerial functions like planning, organizing, directing etc.,
the subordinate managers perform these functions and enjoy the authority required to carry out these
responsibilities. The chief executive exercises overall control and guides the subordinates from time to
time.

The specific delegation may relate to a particular function or an assigned task. The authority delegated
to the production manager for carrying out this function will be a specific delegation. Various
departmental managers get specific authority to undertake their departmental duties.

 Formal or Informal Delegation:

Formal delegation of authority is the part of organizational structure. Whenever a task is assigned to a
person then the required authority is also given to him. This type of delegation is part of the normal
functioning of the organization. Every person is automatically given authority as per his duties. When
production manager gets powers to increase production then it is a formal delegation of authority.
Informal delegation does not arise due to position but according to circumstances. A person may
undertake a particular task not because he has been assigned it but it is necessary to do his normal
work.

 Lateral Delegation:
When a person is delegated an authority to accomplish a task, he may need the assistance of a number
of persons. It may take time to formally get assistance from these persons. He may indirectly contact the
persons to get their help for taking up the work by cutting short time of formal delegation. When the
authority is delegated informally it is called lateral delegation.

CHARECTERISTICS OF DELEGATION

Delegation being a process of devolution of authority has the following characteristics:

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  Delegation is the authorization to a subordinate or another organizational unit to act in . a
certain way independently. The delegatee has to act within the limits prescribed by the
delegator. Within these limits the delegatee (subordinate) is not free to act arbitrarily but
subject to the policy, rules and regulations framed by the delegating authority.

 Delegation has a dual character. A superior or delegator delegates the authority to the
subordinate but at the same time retains the authority. It has been rightly observed by Terry."It
is something like imparting knowledge you share with others who then
possess the knowledge, but you still retain the knowledge too.

 Delegation implies partial delegation of authority. The delegator does not delegate his entire
authority to his subordinates for in case, he delegates all his authority, he cannot exercise the
power to supervise and control. Therefore, delegation is subject to specific or limited terms.

 Authority once delegated is subject to variance. It can be enhanced, reduced or withdrawn. It all
depends upon the requirement of the time and accomplishment of the task.

Delegation has the following characteristics:

1. Delegation takes place when a manager grants some of his powers to subordinates.
2. Delegation occurs only when the person delegating the authority himself has that authority i.e.
a manager must possess what he wants to delegate.
3. Only a part of authority is delegated to subordinates.
4. A manager delegating authority can reduce, enhance or take it back. He exercises full control
over the activities of the subordinates even after delegation.
5. It is only the authority which is delegated and not the responsibility. A manager cannot abdicate
responsibility by delegating authority to subordinates.

NEED FOR DELEGATION

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Delegation is a universal phenomenon. No organization can work without devolution of
authority as it brings not only efficiency and economy, but also makes the administration
smooth. Delegation can be justified on the following grounds:
 Volume of Work: - Increasing volume of work requires that there should be some sort of
delegation. It becomes difficult for the head of an organization to keep all the workload to
himself. If he does like this, the work is sure to suffer. There will be neither efficiency nor
economy, According to Albert K. Wickes berg: "as the demand for output increase, as, volume
goes up, there is a need for additional people to assist in doing the work for which the
organization was formed. With greater number of people involved, there is a division of
the operative tasks, the actual production and selling of group services, and their related
needs. There is a division of labor, often accompanied by increased speculation, There is
an identification of tasks which can he performed satisfactorily by others and the
assignment of those tasks to new employees. Consequently, there are many pressures,
which are volume related and which give rise to delegation, re-delegation and redefinition
of duties and assignments.
 Complexity: - The operational procedures of the organizations are becoming more and more
complex. Complexities of rules and techniques have further added to the problem. Consequently
the need of specialists is greatly felt. The line agencies, being compelled by the
complexities delegate the work of deliberation, thinking and formulation of plans to
staff specialists, though the ultimate power to approve the plans lies with the line agencies.
 Saves time for policy formation and planning: - Executive head always needs more and more
time for planning and policy formulation. If he remains busy with minor details, he would not be
able to devote much time to planning and decision making. The superior who delegates
effectively, is free to do more supervisory work and overall planning. This, in turn, usually results
in a smoother running, and more productive organization. Thus delegation helps the Chief
Executive to devote his time and energy to decision making, policy formulation and planning and
relieves him off from much of the unimportant load of work which can be easily done through his
subordinates.
 Educative Value: - Delegation has an educative value. As one of the major duties of the manager
is to train his subordinates in the art of sharing responsibility and making dicisions,
delegation plays a phenomenal role in this direction. It provides an opportunity to the
subordinates to get training in the field of sharing responsibility. The subordinates
feel encouraged and develop greater loyalty and a sense of belonging to the organisation.

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 It raises their morale and they feel pride in identifying themselves with the
organization.
 Management development: - The process of delegation is not only educative in nature but is
also productive. It provides managerial development training and helps in the creation of a
managerial class of subordinates. The executives at different levels can take decisions and action
on many vital issues on their own. They develop a sense of taking initiative slid face
the challenges. In this way delegation provides an ample scope for self advancement
and self expression. Delegation is, thus, the cardinal step in management
development.
 To bring Flexibility in Organization: - Rigidness in an organization is always harmful. It
proves as an obstacle in the way of increasing the output and efficiency in work. To bring
flexibility in the organization, delegation is an essentiality. Delegation removes rigidity and helps
in acting in accordance with the changes in the situation.
 Geographical Dispersions: - Large organizations have geographical dispersions. They have a net
work of branches in wide area. Delegation and decentralization of authority helps
to manage effectively the diversified and dispersed business. The branches and units of a
large organization being away from the head office need delegation of authority.
Delegation helps then1 to run efficiently and promptly.
 Economy and Efficiency: - Delegation of authority helps in the division of labor, essential for
the discharge of dudes efficiently and expeditiously. Delegation minimizes delays and makes the
organization to act more efficiently and economically. Due to clear demarcation of authority at
various levels of administration, delegation is also conducive to an effective control over different
branches or levels of organization.
 Helps in Successor: - There is a great relation between delegation and succession. An
administrator, by delegation can prepare the way for his successor. It means when an
administrator quits, another should be able to succeed him. In the words of Schell. "Delegation is
one of the most effective tools available to an executive in preparing the way for his successor.
Indeed, it is the most important tool for selection and training successors." Delegation
helps in succession or continuance of ideas also. Every enterprise is based on certain ideals
and those ideals continue to exist even after the exit of the administrator.
By referring to American Administration, White has summed up the reasons of delegation
in these words: "Circumstances of magnitude and volume, however, require some
delegation of authority and the settlement of much business at the point where it arises.
The convenience of citizens alone compels most matters to be handled outside

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 Washington. The avoidance of delay in administrative bottlenecks requires decisions at a
hundred or a thousand field offices rather than single headquarters establishment. In
some cases, proper adjustment of policy and programme to local conditions requires
discretionary field decisions. Certainly, the delegation of authority means greater energy,
a higher sense of responsibility and better morale among field agents. They are not content
to be more messengers and reporters of their Washington Superiors.

PURPOSES OF DELEGATION
Delegation is one of the most important management skills. These logical rules and techniques will help
to delegate well (and will help a person to help the manager when he/she is being delegated a task or
new responsibility; delegation is a two-way process). Good delegation saves time, develops people,
grooms a successor and motivates. Poor delegation will cause frustration, de-motivates and confuses
the other person, and fails to achieve the task or purpose itself. So it is a management skill that is worth
improving. Here are the simple steps to follow if one wants to get delegation right, with different levels
of delegation, freedom that one can offer. The following are five purposes of delegating:

1. To achieve organizational goal

2. Time and cost savings
3. Professional growth of employees and it mears imparting training for them.
4. Professional growth of the manager and decrease the burden of tasks.
5. Helps the chief executive to devote more time in decision making, policy formulation and
planning.
6. Helps in creation of managerial class and delay and helps in succession.
7. Make the organization to act efficiently and bring flexibility in it.

PRINCIPLES OF DELEGATION

Delegation is one of the important elements in organizational functions. Through delegation,

interrelations are created in an organization. There are certain principles, which can be followed as
guidelines for effective delegation.

Principles of delegation

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 1. Principles of delegation by results
2. Principles of competence
3. Principles of trust and confidence
4. Principles of adequate authority for the responsibilities
5. Principles of absolute responsibility
6. Principles of adequate communication
7. Principles of effective control
8. Principles of reward
9. Principles of receptiveness

Principles of Delegation by Results

Purpose of delegation is to get the work done more effectively and efficiently by someone else. To get
the desired result, is the objective of delegation. For that, the goals are already set and properly
communicated to the subordinates and it must be understood by him/her. If the subordinate is not able
to perform and accomplish the desired objective, there is no point in assigning the task to him/her.
Delegation should be result oriented.

Principles of Competence

Delegation should be secured that the subordinate should be competent enough to fulfill the assigned
task. Before delegating the authority, one should examine the person to whom the power is transferred.
If he/she is not competent enough to exercise his/her authority; it could be waste of time and resources.

Principles of Trust and Confidence

Superior should trust in subordinate. Also the superior must have the confidence in the ability of
subordinate to perform the duty. As an organization, there must be trust and confidence in between the
subordinates/co-workers. Trust will bring drive and initiative in the work. It is possible only; if the
subordinate is mentally free to exercise his/her authority.

Principles of Adequate Authority for the Responsibilities

There must be enough authority granted to the subordinate in relation to the responsibility. Imbalance
of authority and responsibility could damage the objective of delegation.

Principles of Unity of Command

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There must be unity in command. If one gets different command. If one gets different command from
different bosses, there will be confusion and conflict, which result in inefficiency of the subordinate. The
subordinate should report should report to one boss will help him / her to concentrate on his/her duty
and it also help him or her perform very well. If there is more than one boss, there must be unity in
command.

Principles of Absolute Responsibility

Responsibility is an obligation, which can neither delegate nor be transferred temporarily. Superior
cannot escape from the responsibility of the activities of the activities of his or her subordinates through
delegation, because it is the superior cannot escape from the responsibility of the activities of his / her
subordinates through delegation, because it is the superior who has delegated the authority and has
distributed duties. At the same time, the responsibility of subordinate to the superior also cannot be
shifted or transferred. The duty allocated to the subordinates by the superior is absolute and cannot be
shifted and are bound to perform the assigned duties.

Principles of Adequate communication:

Free flow of information between the superior and his /her subordinates are necessity. It will help the
superior to take necessity decisions on time. Also it will help the subordinate to understand the nature
of the assigned duty and the degree of his or her authority and perform accordingly.

Principles of Effective control

Superior delegates his/her authority to the subordinate, not the responsibility and should be ensuring
that the transferred authority is used properly.

Principles of reward system

An appropriate reward system to reward the subordinates to take more responsibility and assume more
authority, which will create a healthy environment and the growth of organization. Effective delegation
and utilization of the proper authority should be rewarded.

Principles of Receptiveness

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The superior, who delegates authority should listen and accept the suggestions made by his/her
subordinates to reach a healthy decision. Delegation needs an understanding between the superior and
his/her subordinates.

OR

PRINCIPLES OF DELEGATION

Whelton and Cameron in 1998 identified 14 principles for delegation they are:

 Begin with the end in mind

 Delegate completely
 Allow participation in the delegation of assignments.
 Establish parity between authority and responsibility
 Work within the organizational structure
 Provide adequate support for delegated task
 Focus accountability on results
 Delegate consistently
 Avoid upward delegation
 Clarify consequences
 Communicate clearly and completely
 Make your availability clear to the resource group
 Retain control
 Express progress reports

IMPORTANCE OF DELEGATION

Delegation of authority is a process in which the authority and powers are divided and shared amongst
the subordinates. When the work of a manager gets beyond his capacity, there should be some system
of sharing the work. This is how delegation of authority becomes an important tool in organization
function. Through delegation, a manager, in fact, is multiplying himself by dividing/multiplying his work
with the subordinates. The importance of delegation can be justified by -

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 1. Through delegation, a manager is able to divide the work and allocate it to the subordinates.
This helps in reducing his work load so that he can work on important areas such as - planning,
business analysis etc.
2. With the reduction of load on superior, he can concentrate his energy on important and critical
issues of concern. This way he is able to bring effectiveness in his work as well in the work unit.
This affectivity helps a manager to prove his ability and skills in the best manner.
3. Delegation of authority is the ground on which the superior-subordinate relationship stands. An
organization functions as the authority flows from top level to bottom. This in fact shows that
through delegation, the superior-subordinate relationship become meaningful. The flow of
authority is from top to bottom which is a way of achieving results.
4. Delegation of authority in a way gives enough room and space to the subordinates to flourish
their abilities and skill. Through delegating powers, the subordinates get a feeling of importance.
They get motivated to work and this motivation provides appropriate results to a concern. Job
satisfaction is an important criterion to bring stability and soundness in the relationship
between superior and subordinates. Delegation also helps in breaking the monotony of the
subordinates so that they can be more creative and efficient.

Delegation of authority is not only helpful to the subordinates but it also helps the managers to
develop their talents and skills. Since the manager get enough time through delegation to
concentrate on important issues, their decision-making gets strong and in a way they can
flourish the talents which are required in a manager. Through granting powers and getting the
work done, helps the manager to attain communication skills, supervision and guidance,
effective motivation and the leadership traits are flourished. Therefore it is only through
delegation, a manager can be tested on his traits.

5. Delegation of authority is help to both superior and subordinates. This, in a way, gives stability
to a concern’s working. With effective results, a concern can think of creating more departments
and divisions flow working. This will require creation of more managers which can be fulfilled by
shifting the experienced, skilled managers to these positions. This helps in both virtual as well as
horizontal growth which is very important for a concern’s stability.

Therefore, from the above points, we can justify that delegation is not just a process but it is a way by
which manager multiples himself and is able to bring stability, ability and soundness to a concern.

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PROCESS DELEGATION

Delegation is usually described as an understanding between the superior and subordinate. The superior
transfers, or loans a portion of his authority to the subordinate. With this authority, the latter acts for his
superior to achieve a stated objective. And by acting so the subordinate accepts the responsibility so
that the objective will be accomplished. In the process of delegation we may perceive the following
actions occurring in a variety of sequences.

1. The superior determines that some objective he seeks may not be accomplished, or is better
accomplished by another.

2. The superior determines the need to shift to another. Person the obligation for an objective's
accomplishment

3. The superior selects a delegate who will do what the superior cannot or should not do.

4. The superior explains to the delegate the scope of the objective and the nature of the delegate’s
obligation. Time constraints, if any are clarified.

5. The superior shifts or loans his authority to the delegate to achieve the objective. The obligation is
accepted by the delegate.

6. The scope of the objective may be narrowed. or broadened, with the delegate given wide latitude
levels o f support are understood.

7. The delegate then achieves, or fails to achieve, or partially achieves the objectives.

8. Finally, the superior evaluates the results. He may or may not withdraw his launed authority from the
delegate and terminate obligation.

Delegation often fails because the manager attempting to delegate does not understand what is
involved in the process, Delegation means the conferring of authority and the correlation of authority
and responsibility. Responsibility is accountability and that it is an emotional condition. Delegation is the

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dynamics of management. If a manager wants to get others to help him he must first divide his work. If
he requires his subordinates to perform the work as he would do it himself, the manager must entrust
them with part of the rights and power he otherwise would have to exercise himself, to get the work
done .If the subordinate needs to spend money, hire the people use materials or equipment, The
manager must permit him to do so or else the subordinate cannot perform the work. For making sure
and checking up the work done by the subordinate’s obligation on the part of the subordinate must be
created, to perform the work in terms of standards.

STEPS OF DELEGATION PROCESS

l. Define the task: Confirm in one's own mind that the task is suitable to be delegated. Does it meet the
criteria for delegating?

2. Select the individual or team: What are the reasons for delegating to this person or team? What are
they going to get out of it? What are you going to get out of it?

3. Assess ability and training needs: Is the other person or team of people capable of doing the task? Do
they understand what need to be done? If not, you cannot delegate.

4. Explain the reasons: One must explain why the job or responsibility is being delegated. And why to
that person or people? What is its importance and relevance? Where does it fit in the overall scheme of
things?

5. State required results: What must be achieved? Clarify understanding by getting feedback from the
other person. How will be the task measured? Make sure they know how one intends to decide that the
job is being successfully done.

6. Consider resources required: Discuss and agree what is required to get the job done. Consider
people, location, premises, equipment, money, materials, other related activities and services.

7. Agree deadlines: When must the job be finished? Or if an ongoing duty, when are the review dates?
When are the reports due? And if the task is complex and has parts or stages, what are the priorities?

At this point, one may need to confirm understanding with the other person of the previous points,
getting ideas and interpretation. As well as showing that the job can be done this helps to rein- force

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commitment. Methods of checking and controlling must be agreed with the other person. Failing to
agree this in advance will cause this monitoring to seem as interference or lack of trust.

8. Support and communicate: Think about whom else needs to know what is going on, and inform
them. Involve the other person in considering this, so they can see beyond the issue at hand. Do not
leave the person to inform one's own peers of their new responsibility. Warn the person about any
awkward matters of politics or protocol. Inform one's own boss if the task is important, and of sufficient
profile.

9. Feedback on results: It is essential to let the person know how they are doing, and whether they have
achieved their aims. If not, one must review with them why things did not go to plan, and deal with the
problems. One must observe the consequences of failure and pass on the credit for success.

10. Repeat the process

PREREQUISITES FOR EFFECTIVE DELEGATION

The process of delegation is an art. It depends on the personality, skills and attitudes of two persons
namely the delegator and delegates. The following are some of the essential preconditions for effective
delegations:

 Good organizational climate

 Clarity in objectives and goals Responsibility and authority
 Motivation
 Training
 Effective controlling Centralization v/s decentralization.

Centralization and decentralization are two methods of organizing extended of delegation. Delegation
refers to downward transfer of responsibility and authority at individual level, Whereas the same
process is done at organizational level in a systematic way, it is known as decentralization. Centralization
is the process, where the authority in the organization is not delegated, but concentrated at higher
levels of management.

EFFECTIVE STRATEGIES OF DELEGATION

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Delegation is a fundamental skill in today’s business. However, one of the main components of effective
delegation is leadership. As a leader, the following strategies are effective:

1. Assignment: Assign the job to someone who can get it done, when required. Be sure to match
the right job to the right person.
2. Communication: Once a person has delegated, he/she should communicate the conditions,
which the job requirements to eliminate any uncertainty.
3. Work plan: Create a plan to streamline the work involved in the delegated task
4. Feedback loop: Establish a feedback loop with the appointed worker so that one can give
suggestions and answer questions.
5. Build motivation: Discuss how success has an impact on the financial condition and future
opportunities with the parties involved.
6. Maintain control: Discuss the project deadlines and time lines up front, and schedule a
checkpoint to review the progress. Along with periodic reviews, take time to review all the
submitted work.
7. Focus on results: Facilitate trust and success by allowing the other person to control methods
and processes. Associate one with whatever is accomplished and focus on results.

ADVANTAGES OF DELEGATION

1. Delegation serves as a vehicle of coordination. The various levels of the organization are used
appropriately.

2. A sound system of delegation tends to develop an increased sense of responsibility and enhanced
potential work capacity of individual employee.

3. It reduces the executive burden; it relieves the superior of time-consuming minor duties and allows to
concentrate more effectively on major responsibilities of his/her own position.

4. Delegation minimizes delay, when decision has no longer to be referred up the line.

5. As delegation provides the means of multiplying the limited personal capacity of the superior, it is
instrumental for encouraging of business.

6. Delegation permits the subordinates to enlarge their jobs, to broaden their understanding and
develop their capacity.

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 7. Delegation raises subordinate's position in stature and importance and increases their job
satisfaction.

DISADVANTAGES OF DELEGATION

Good supervisors and managers are able to delegate effectively. Delegation is a key to good time
management and an important skill in developing employees to take on greater responsibility. While,
delegation is an important management skill, it is not without its disadvantages. There are several
barriers to effective delegation and times, when work should not be delegated. Good managers must be
aware of these drawbacks and know when to avoid delegation or how to leap over the barriers.

Insufficient Training or Skills

It is not enough to simply hand a task to an employee and tell him/her to do it. The employee must be
sufficiently trained and possess the skills needed to perform the task well. If the employee does not
have the necessary skills or training, the manager is setting the employee up for failure. To overcome
this barrier, managers/supervisors need to take the time to train an employee in how to do the task and
coach his/her performance before handing it off permanently.

Morale Issues

Delegation can be a tricky issue for the employees to whom the delegation is being made. If they feel
they are being asked to do a task simply because the manager does not prefer the task or because it is
unpleasant, they are unlikely to help make the delegation successful. Even if they do perform it to the
best of their abilities, it can harm their morale and make them less motivated to perform other tasks. An
employee may also feel insecure about the task, if he/she does not feel, has the necessary skills or may
feel that does not have the time to do the task along with his/her regular duties.

Lack of Authority

There are some tasks that require certain amount of authority to accomplish. This authority may come
in the form of being able to secure funds or get the cooperation of people in other departments. If a.
task is given to an employee, who lacks the proper authority to secure the necessary resources, the
delegation is likely to fail: Managers must ensure that sufficient authority is delegated along with the
task.

Lack of Experience

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An employee, who lacks experience with an organization, may shy away from a delegated task, even if
one has the necessary skills and training. Some tasks require a familiarity with the organization and its
employees. An in experienced employee may lack the confidence needed to secure the proper
resources and perform the task consistently well. However, given that delegated tasks are one way that
an employee can gain experience; this is a barrier that can be overcome with patience and persistence
on the part of the manager. It must be recognized that the trainee could need more time and more
coaching than a more experienced employee would need.

Perfectionism

Another barrier to delegation is when the manager or supervisor engages in perfectionism. Demanding
that the task be performed exactly as the manager or supervisor would perform it can lead to difficulties
in delegation. Unless the task is hazardous or related to safety or money, it may be necessary to allow
the employee to develop one's own way of performing a task. The manager also must be able to
tolerate errors, when the task is first being performed until the employee gains experience and
knowledge.

ERRORS IN DELIGATION

 Under delegation
 Over delegation
 Improper delegation
 Upward delegation

Under delegation

 The manager may become over worked and overwhelmed. This frequently comes from
his/her assumption that delegation may be interrupted as the lack of ability on his or 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.

Over delegation

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  Some managers over delegate as they are poor monitors of time and spend most of their
time just trying to get organized. Other 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 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 make use of the
manager to complete the task.

BARRIERS OF DELEGATION IN DIFFERENT LEVEL

 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.
 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 makes 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.
 Subordinate level
 Easier to ask the boss

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  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

Barriers in the delegator are:

1. Preference for operating by oneself.

2. Demand that everyone know all the details.

3. "I can do it better myself'—fallacy.

4. Lack of experience in the job or in delegating.

5. Insecurity.

6. Fear of being disliked.

7. Refusal to allow mistakes.

8. Lack of confidence in subordinates.

9. Perfectionism, leading to excessive control.

10. Lack of organizational skill in balancing work loads.

Barriers in the Delegate

1. Lack of experience.

2. Lack of competence.

3. Avoidance of responsibility.

4. Overdependence on the boss.

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5. Disorganization.

6. Overload of work.

Barriers in the Situation

1. One-person-show policy.

2. No toleration of mistakes.

3. Criticality of decisions.

4. Urgency, leaving no time to explain.

5. Confusion in responsibilities and authority.

6. Understaffing.

DELEGATING DECISION MAKING IN THE WORKPLACE

Delegation of decision making is a gradual process for both the manager and the employee. A manager
and an employee will both require time to "feel" each other out in this and be comfortable. The skills to
delegate decision making are not easily acquired by the manager, or by the employee.

The manager has to recognize how employees are currently being involved in decision making. In other
words, the starting point. Next, he must look at his team and evaluate his confidence in them to make
decisions and what skills might need to be developed. Not only are their prerequisite skills needed, it is
important to look at the personal attributes or characteristics of your staff. Knowledge, experience,
desire to take on more responsibility, and the ability to work within general boundaries, as opposed to
specific assignments.

Both the manager and the employee will have to exercise good communication skills, trust, and
understanding.

Focus Points:

1. A manager who delegates decision making effectively must step in to it gradually

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A manager who makes all, or most, of the decisions in his department by himself, will need time to not
only change his own habits, but to develop appropriate skills in his staff. By examining the various kinds
of decision-making processes, you will find you can put them on a continuum.

On the far left of the line, you might put the label "order." In other words, the boss tells everyone what
to do and they do it. He would get no input from his team; maybe not even give them much
consideration. When you simply give orders, you have one eye on the clock and the other on the end of
production, cracking the whip to make accomplishments in a certain amount of time. There is little value
put on those who are actually involved in the production, and even less on what they think.

On the far right of the continuum, a label called "leveled" might be used. On this end, the manager
treats his employees with the same respect and trust he would treat another manager. This can happen
when both the manager and the employee develop an interactive relationship that is equally
empowering. Ego, control, and closed minds are left at the door or this company.

Between the two labels "order" and "leveling," could be "tell and sell," then "listen and direct," with
"shared involvement" right before "leveling." Orders are fairly well understood without explanation.
"Tell and sell" happens when the boss tells the employees what to do, but offers why he makes his
decisions, in order to get their buy-in. "Listen and direct" might make some staff feel they are part of the
decision making, and in some ways they are, but barely. The boss calls her team together, or an
employee into her office and asks their thoughts, then listens to what the employee has to say.
However, the boss will then dismiss the employee or team and make the decision alone.

Shared involvement brings the manager close to delegating complete decision making. In shared
involvement, the employees are asked what they might do, even asked to show the boss their ideas. The
boss listens and expresses her opinion and then suggests the way to proceed, giving the employee more
input, which is good and makes the team member feel more valued, but the ultimate direction is pushed
by the boss. Everyone knows exactly what the boss is thinking. The decision is heavily influenced by the
boss.

In totally leveled decision making, the boss will turn the issue or project or problem over to his team or
employees to figure out how to solve. He gives them the responsibility of exploration in order to make a
good decision. The manager might be consulted but he is happy to let them go their own way with it. It
is easy so see how delegation of decision making is usually done in steps. It is difficult for many people to

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let go of all control of others, especially a manager in a company who is over a large staff and will still be
responsible for their people.

2. A manager who delegates the authority for making decisions to his staff must know and understand
himself.

Interested in learning more? Why not take an online class in Delegation Skills?

If a manager is committed to delegate decision making, he needs to be willing to take an honest look at
himself and get a good understanding of his own basic needs. Having another manager work with him to
explore his management style, habits, and personal beliefs is a good place to begin. Knowing why you
prefer to give orders, listen, and keep the final decision making to yourself is important. Knowing how to
let go of the power, to trust others, and to have the confidence in the staff will lay the foundation for
building this kind of delegation.

A manager should lead her group toward increased skills, confidence, and practice trusting with small
things first. As the manager, you must open yourself to knowing your employees on a more personal
level, allowing them to start with less important decisions and, together, discuss the need to see failure
as learning. Only then you will begin to empower your staff and build your own confidence in them.
Make it okay to fail, by giving another project to that team that has failed right away. Let your team
know that risk will sometimes result in failure. This is the best way to communicate to them that failure
is part of the process and you understand that.

No one achieves much without some failure. This is a great training topic. The study of any and every
famous or important person in life has been a failure along the line and probably more than once or
twice. For your employees to know that you see failure as the road to success will lead you to more
success in your delegation, as a whole. A good manager has to be able to laugh at himself, share his
worst moments, and become real to his team.

When a manager is willing to face his own imperfections, it is easier to accept them in others. So
managers, take a hard long look in a mirror.

3. A manager who delegates the authority for making decisions to her staff must know and
understand them on a personal level.

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Who are these people who work for you, day in and day out? That is a question you must answer.
Knowing the answer will help you build their confidence in themselves right along with your confidence
in them. You will find a level of trust with them. You will find out their ideas have credibility, too.

Knowing your staff allows you to travel their pathways of thinking, working, and belief. Knowing what
your people value is insight in to who they are. Seeing the workplace through their eyes, listening to it
through their ears and experiencing it with them will lead you to a place where you can level the playing
field. When this happens, not only will your team be empowered, but they will demonstrate increased
motivation, communication, and production.

You will be freed to do other types of work. If you could spend your time training, monitoring, and
building your employees to the skills of the management level, there is nothing you won't accomplish
together.

4. A manager who delegates decision making will eventually find their people are more responsible,
content, motivated, and effective.

Quality and quantity of production responds well to an area of a company in which the management is
able to move into the confidence of shared decision making with their employees. A team that is
allowed to move, mentally process ideas, as well as act on those ideas independent of a boss, are more
likely to gain the experience needed to grow a depth of skills. The team will demonstrate a higher work
ethic and responsibility to succeed, because it is really their work and follows their own decisions.
Instead of working with puppets, you will cut the strings and allow your people to become intelligent
human beings.

People who work in any company that delegates some authority, decision making, is willing to risk the
workers to take the lead in what they do, will be more content, motivated, responsible and effective.
Management in this same company will find more contentment, will be able to be more productive,
actually spend more time in the management of the people instead of controlling them, and will find a
great reduction of stress.

The benefits of delegation of decision making, after it has become an established practice will far
outweigh any negative aspects.

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Example:

In the Box Company, the management was trained in the aspects of delegation of decision making.
During the training, they were each asked to examine their own ability and skill to let go of power in
order to move the company in a more effective direction. The heads of the company wanted to take the
management toward a broader approach with more guidance of projects, as opposed to the "hands on"
approach of the past.

In the training, the managers were told to draw up a plan that would increase worker production in his
area of the company by rethinking the way the employees were physically placed. However, they had to
do this to another area that was managed by someone else. They were told they could choose who
would plan their area. Managers chose people they knew, people they trusted, and managers who'd
been around for a while and had some experience. They were allowed to observe, as the manager of
another area planned his space, without any input. After that, the managers discussed their feelings of
letting go, of their ability to accept what someone else did to his own area, and how their ideas were
similar and different. They learned that the ideas of another were usually just as good as their own, and
the fear of letting go was unfounded.

Next, each manager had to draw the name of another from a hat. That person got to choose what the
other would eat from the buffet provided. No word could be exchanged. Because the managers were
serving other managers they did not know well, the choices were difficult to make for most. The one
thing most managers did was to overcompensate and get something of everything, which demonstrated
the need to go over and above when you know what you are doing affects a co-worker.

A third activity involved each manager in making a list of any decisions he had made during the last
month that he thought he could not hand over to a staff. Then he had to list the reasons he could not.
Usually the reasons consisted of an inability of trust or lack of experience in that area. At that point the
managers came together and made a list of training for employees that could instill more trust by the
management.

The third activity required each manager to create a list of his teams and write everything he knew
about them that was not wholly personal. The managers were required to go back to their teams and
get to know them, let them get to know him, and then report back in a month. This company was

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stepping up the delegation of decision making, but starting with management, their own abilities,
characteristics, and biases.

Set up your physical or computerized notebook:

As a manager, it is important for you to know how well you might be able to delegate decision making.
In your notebook, make a set of tasks, starting with something that is easily released up to something
that you don't think you can release to an employee.

Beside each of the items, write down what it would take for you to give that decision over to each of
your employees. This will give you some ideas about who you trust, who you see as having skills,
confidence, and the desire for such responsibility -- and how far you and your team have to go to make
this delegation of decision making work well.

Once you have this in hand, it is your responsibility to communicate exactly what you are doing. Your
staff needs to know that you have this goal, and the activities or changes you present to them are for
the purpose of the team being able to level the decision making in your area. It is important for them to
know that you understand you must have a deep level of trust for each of them, a level of confidence in
them, and they must find the same in you.

Consider:

1. Consider a decision you could easily give to any employee.

2. Consider your own decision-making habits and place yourself on the continuum.

3. Consider what the most difficult decision would be that you might have to give up.

4. Consider times when you felt you had no control, and how it felt.

DELEGATION IN NURSING

Delegation in nursing is defined as to entrust or to assign to another person a responsibility for a task. As
one can see, a key part of the definition is contained in the word 'entrust'. For delegation to occur, trust
must be present. The trust that the registered nurse (RN) has in the other staff member will determine
what and how much he/she is willing to delegate? Those who delegate must also have trust in their own

32
decision-making ability. Delegation is a legal and management concept, an art and a skill, and a decision-
making process. It is never absolute, as the delegator retains final accountability for the decision. making
process and the results.

The decision to delegate essentially involves the use of the nursing process, i.e. appropriate assessment
of the circumstances (staff available and patient acuity), planning, implementation and evaluation by the
delegator. It is up to the RN to make a professional judgment based upon the information available to
him/her in each specific situation. General guidelines for delegation in nursing include the following:

1. Delegation of acts beyond those taught in the basic educational program for the license of practical
nurses (LPN) should be based upon a conscious decision of the RN. It should not be automatic nor
should it be based solely on length of experience. It cannot be assumed that because someone has been
a nurse for X number of years that he/she is competent in a task.

2. Records of any educational activities, in-services, nursing classes that were taken, etc. that provide
additional information beyond entry level capability must be maintained by the employer and the
employee. Records should contain an outline of the educational content and documentation, which
indicates that the staff member achieved the educational objectives and demonstrated the desired
skills.

3. Practice must be limited to those activities addressed in the written policies and procedures of the
agency. It is important for the employer to have in its job, descriptions and policies functions that the
LPN or unlicensed person will be expected to perform.

Many nurses find it difficult to delegate tasks to other members of their healthcare team. It is not
uncommon to hear a nurse say that they could finish the task themselves in the time that it takes to
explain it to someone else. While this may be true, it is short sighted. When done well, delegation can
be a very effective management tool. It frees professional nurses to attend more complex patient needs.
At the same time, delegation helps to develop the skills of nursing assistive personnel and it is also more
cost-effective for the organization.

ROLE OF NURSE MANAGER IN DELEGATION

List of ways or steps for nurse managers to successfully delegate are:

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1. Train and develop subordinates: It is an investment. Give them reasons for the task, authority,
details, opportunity for growth, and written instructions if needed.

2. Plan ahead: It prevents problems.

3. Control and coordinate the work of Subordinates: 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 of them. They understand expectations
from clearly defined jobs, work relationships, and expected results.

4. Visit subordinates frequently: Spot potential problems of morale, disagreement and grievance.

5. Coordination to prevent duplication of effort.

6. Solve problems and think about new ideas. Emphasize employees solving their own problems.

7. Accept delegation as desirable.

8. Specify goals and objectives.

9. Know subordinate's capabilities and match task or duty to the employee. Be sure the employee
considers it important.

10. Agree on performance standards.

11. Relate managerial references to employee performance.

12. Take an interest.

13. Assess results: The nurse manager should accept the fact that employees will perform delegated
tasks in their own style.

14. Give appropriate tasks.

15. Do not take back delegated tasks.

CONCLUSION

Delegation is the process by which the manager assigns specific tasks/duties to workers with
commensurate authority to perform the job. By delegating well-defined tasks and responsibilities, the

34
nurse manager can be freed of valuable time that can well be spent on planning and evaluating nursing
programs and activities. It also trains and develops staff members who desire greater opportunities and
challenges in their work making them more committed and satisfied in their jobs. The process by which
authority passes from one managerial level to another is known as delegation. Delegation of authority
means the superior delegate’s decision-making power to his/her subordinate. Delegation of authority
can be taken back by the superior when the task that is delegated is completed.

BIBILIOGRAPHY

 Vati J. Principles and practices of nursing management and administration .Newdelhi: jaypee
brother’s medical publishers (p) Ltd; 2013.
 Basavanthappa B T .Nursing administration .4 th edition .Newdelhi; jaypee brother’s medical
publishers (p) Ltd; 2013.
 Cambalikova A. &Misun J .The importantance of control in managerial work .International
conference socioeconomic perspectives in the age of XXI century globalization. Tirana :university
of Tirana , faculty of economy , department of economics
 Leadership roles and management functions in nursing .7 th edition, 2012 L. marquis & Carol
J.Swansburg.
 Management and leadership for nurse administrations, 4th edition, 2002, Linda Roussel.
 Introduction management and nurses leadership for, 2nd edition, 1999 ,Russel
C .Swansburg .Richard J. Swansburg.

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