DIRECTING:

DELEGATION

JOHN IAN E. AMIGO, RN, LPT, MAN

LEARNING OUTCOMES:
• TO LEARN ABOUT DELEGATION AS A FUNCTION OF PROFESSIONAL NURSING
• TO DETERMINE THE STRATEGIES FOR SUCCESSFUL DELEGATION
• TO IDENTIFY COMMON DELEGATION ERRORS
• TO KNOW THE RULES AND RIGHTS OF DELEGATION
DELEGATION

• Getting work done through others.

• Directing the performance of one or more people to accomplish
organizational goals.
• Giving some one else the authority to complete a task or action on your
behalf.
• Transferring or handing off to a competent individual, the authority to
perform a task or activity in a specific setting or situation.
• “the truth is, delegation is not easy. It requires you to take an enormous
leap of faith–trusting somebody else to perform a task that you believe to be
important.
• It also takes effort: you have to explain how you do a particular task, train
somebody else to do it, and then monitor that person.”
• Delegation should be used for assigning routine tasks and tasks for which
the manager does not have time. It is also appropriate as a tool for problem
solving, changes in the manager’s own job emphasis, and building
capability in subordinates.
STRATEGIES FOR SUCCESSFUL DELEGATION

• Plan ahead.
• Identify necessary skill and education levels
to complete the delegated task.
• Select capable personnel.
• Communicate goals clearly.
• Empower the delegate.
• Set deadlines and monitor progress.
• Monitor the role and provide guidance.
• Evaluate performance.
• Reward accomplishment.
State NPA Essential Elements Regarding
Delegation
• Definition of delegation
• Items that cannot be delegated
• Items that cannot be routinely delegated
• Guidelines for RNs about tasks that can be delegated
• Description of professional nursing practice
• Description of LVN/LPN nursing practice and unlicensed nursing roles
• Degree of supervision required to complete a task
• The guidelines for lowering delegation risks
• Warnings about inappropriate delegation
• If there is a restricted use of the word nurse to licensed staff
Common Delegation Errors

• Underdelegating
• Overdelegating
• Improper delegating
Causes of Underdelegating

• Fear that delegation may be interpreted as a lack of ability to do the job

completely or correctly
• A desire to complete the whole job himself or herself
• Fear that subordinates will resent delegated work
• Lack of experience in the job or with delegation, or the need to control or
be perfect
• Enjoyment of the work
• It will likely be unnerving (at least initially) to
allow a team member to complete a task for
which you are ultimately responsible.
Causes of Overdelegating

• Poor management of time; spending too much

time trying to get organized
• Insecurity in the ability to perform a task
Causes of Improperly Delegating

• Wrong time, to the wrong person, or for the wrong

reason
• Beyond the capability of the person, or something
the manager should do
• Decision making without providing adequate
information
The Five Rights of Delegation
• Right task - One that is delegable for a specific patient.
• Right circumstances - Appropriate patient setting, available resources, and
• other relevant factors considered.
• Right person - Right person is delegating the right task to the right person to be
performed on the right person.
• Right direction/communication - Clear, concise description of the task,
including its objective, limits, and expectations.
• Right supervision - Appropriate monitoring, evaluation, intervention, as
needed, and feedback.
Rules of Delegation

• Always delegate to the right person, at the right time, and for the right
reason.
• Say no when you must.
• Reward subordinates for jobs well done.
Clear Communication and Delegation

• Define the task clearly.

• Delineate end results, time frame, and standards.
• Delegate the objective, not the procedure.
“Satisficing” Versus Maximizing Mode in
Delegating
• If the delegator requires a higher quality than
“satisficing,” this must be made clear at the
time of the delegation. Not everything that is
delegated needs to be handled in a
maximizing mode.
Delegation as a Function of Professional Nursing

• Organizations must have a clearly defined structure where RNs are

recognized as the leaders.
• Job descriptions must clearly define the roles and responsibilities of all.
• Educational programs must be developed to help personnel learn roles
and responsibilities of each other’s roles.
• Adequate programs must be developed to foster leadership and
delegation.
Monitoring Delegated Tasks

• Managersshouldaskthe individuals to whom they are delegating if they are

capable of completing the delegated task but should also validate this
perception by direct observation.
• Monitoringdelegatedtasks keeps the delegated task before the
subordinate and the manager so that both share accountability for its
completion.
Resistance in Delegation

• Resistance is a common response by subordinates to delegation.

• One of the most common causes of subordinate resistance to, or refusal
of, delegated tasks is the failure of the delegator to see the subordinate’s
perspective.
• Resistance to delegation may also occur when tasks are overdelegated in
terms of specificity.
Elements Affecting Delegation to a Transcultural
Work Team
• Communication
• Space
• Social organization
• Time
• Environmental control
• Biological variations
- END -