Transcript Delegation
KINGDOM OF SAUDI ARABIA KING SAUD UNIVERSITY COLLEGE OF NURSING Delegation: You don’t have to do it all yourself Prepared by: Dr. Fatma M. Baddar Class Objectives: After the discussion we will be able to: • Define delegation & the related terms. • Define the components of delegation. • Importance of Delegation , Why Delegate ? • Describe the five rights of delegation. • Who are you going to delegate to ? • When May I Delegate ? When not ? • Explain the process of delegation. • Recognize barriers to successful delegation and leadership, Delegating Errors • Describe Symptoms of Poor Delegation • Practice Delegation Assessment Outlines: • • • • • • • • • • • • • • Introduction to delegation Delegation & related terms definitions The components of delegation. Importance of Delegation. The five rights of delegation. Persons going to delegate to. When May I Delegate ? When not ? The process of delegation Barriers to successful delegation and leadership, Delegating Errors Symptoms of Poor Delegation Delegation Assessment Conclusion Summary References Woodrow Wilson " I not only use all the brains I have, but all I can borrow. " Introduction … • The manager is responsible for assuring that certain tasks within the organization are completed effectively and efficiently . When the responsibilities and duties of the manager become too much, delegation become an essential element in management process. For the manager delegation is not an option but a necessity. Delegation... • Delegation can be simply defined as getting work done through others , it is the process of downward flow of authority from top level in the organization to lower level." Delegation SMART or SMARTER • A simple delegation rules are the SMART, or SMARTER. • It's a quick checklist for proper delegation. Delegated tasks must be: Specific Measurable Agreed Realistic Time bound Ethical Recorded DELEGATION & Related terms Accountability … • It means that the nurse is legally liable for her actions and is answerable for the overall nursing care of her patients. • (the subordinates must be held answerable to properly carry out their duties.) Responsibility … • It Includes concepts such as reliability, dependability, and also includes each person’s obligation to accomplish the work professionally. • ( It refers to the obligation involved when one accepts an assignment ). Authority … • ( Is the right to take final decisions, to act or to command action of others. It moves in downward direction ) ... Four Components of Delegation: • Delegation to others in the workplace involves four principal components : - Delegator - Delegatee - Task - Client / situation. DELEGATOR • Delegation does not change the delegator’s responsibility for task completion. DELEGATEE • A delegatee receives direction for what to do from the delegator. • The relationship between the two individuals exists within the workplace environment or through agency policy. • The delegatee has the obligation to refuse to accept tasks that are outside of his or her training, ability, or job description. TASK • The task is the delegated activity. • The delegated activity generally should be a routine task. CLIENT / SITUATION • Identification of a specific client or situation for delegated nursing care is necessary to ensure that goals for patient care can be met by the delegatee. Why to Delegate ? • • • • • Advantages of Delegation Higher efficiency Increased motivation Develops the skills of your team Better distribution of work through the group Benefits of Being an Effective Delegator • Gives you more time • Helps you focus on what is most important • Allows delegatee members to grow in capability and confidence • Allows you to develop, coach, and mentor delegatee members • Creates opportunities to provide recognition • Ensures successful results The Five Rights of Delegation • Right Task • Right Circumstance • Right Person • Right Direction / Communication • Right Supervision / Evaluation Why some superior do not like to delegate ? • • • • • No time to instruct others Might lose credit or recognition Fear loss of control and power Tendency to do things by himself. Desire to dominate the knowledge, information, and/or skills he has. • Unwillingness to accept risks of wrongs, (that some subordinates may take wrong decisions, or are incapable of using authority properly). • Reasons for subordinates’ avoidance of accepting delegation: (Why Do Subordinates Avoid Accepting Delegation?): • Decision-making is a hard mental work, and people seek ways of avoiding it. • Fear of criticism for mistakes. • Lack of necessary information and resources to do a good job. • Overload of work. • Positive incentives may be inadequate, (e.g. pay rate, opportunity for promotion, improved status). Works to be delegated … Works to be delegated … • Unlicensed Assistive Personnel – Feeding – Hygiene • Licensed Practice Nurse – Vital Signs – Medications – Some IV’s if trained Which activities cannot be delegated in nursing care? • Initial nursing assessment • Nursing diagnosis, goals, and care plans • Evaluation of patient progress • Professional interventions which requires knowledge, judgment, or skills • Discharge planning • Educational planning Administrative Tasks you should not delegate • Obviously some aspects of leadership are sensitive and should not be delegated. For example: • Hiring • Firing • Pay issues • Policy • Staff performance appraisal • Developing nursing assignment sheet • Personal matters • Emergencies • Sensitive issues The delegation process: • • • • The allocation of duties. The delegation of authority. The assignment of responsibility. Creation of accountability, i.e. subordinates must be held answerable to properly carry out their duties. Delegation Process / Steps of successful delegation ( IDEALS ) • I – Introduce the task • D - Demonstrate clearly what needs to be done • E - Ensure understanding • A - Allocate responsibility, delegate authority, provide information and resources • L - Let go • S - Support and monitor Delegator’s Task after Delegating • Plan - goals, meeting, tasks • Direct your team, keep them on track • Encourage - increase morale Barriers or obstacles to effective Delegation Barriers in the delegator… • Do - it-myself attitude, inability to ask others, inability to organize / manage, uncertainty and fear that the subordinates will not do a job well. Barriers in the delegatee • Inexperience, incompetence, disorganization, irresponsibility – • Decision Making is a hard mental work, and people seek ways of avoiding it, • fear that the supervisor will be unavailable for guidance when needed. • Fear of Criticism for mistakes, Overload of work, • Positive incentive may be inadequate (e.g. pay rate, opportunity for promotion, improved status) Common Delegating Errors ( Frequent mistakes made by managers in delegating include the following ) Underdelegating – delegation may be interpreted as a lack of ability on his or her part to do the job correctly or completely. – The manager’s desire to complete the whole job personally due to a lack of trust in the subordinates. – The fear that subordinates will resent having work delegated to them. – They lack experience in the job or in delegation itself. Over delegating – They are poor managers of time, spending most of it just trying to get organized. – They feel insecure in their ability to perform a task. Improperly Delegating – Delegating at the wrong time, to the wrong person, or for the wrong reason. – Delegating tasks and responsibilities that are beyond the capability of the person to whom they are being delegated or that should be done by the manager. – Delegating decision making without providing adequate information Symptoms of Poor Delegation • Staff is confused / conflicting / turnover • Lack of Motivation / Morale • Extended hours / burnout • Crisis management / missed deadlines References … • • • • • • http://businessmanagement.suite101.com/article.cfm/why_is_delegation_so_hard_#ix zz0iaKhwJyT - National Council of State Boards of Nursing - http://www.ncsbn.org/fiverights.pdf - American Nurses Association - http://www.nursingworld.org/ - Institute of Medicine - http://www.iom.edu/ - Marquis, Bessie L.& Huston, Carol J. (2006). Leadership Roles and Management Functions in Nursing Theory & Application . Roles and Functions in Directing.(5th ed.). Lippincott Williams & Wilkins, Philadelphia. - Jones , Patrons R . ( 2007 ). Nursing leadership and management : theories, processes, and practice. Delegation: An Art of Professional Practice. F.A. Davis Company. Philadelphia. Thanks a lot