Delegation

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Delegation

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Delegation

Delegation skill is the ability to effectively assign task responsibility and authority to others.

Delegation skill is your ability to get things done by using work and time of other people.

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Delegation

Effective delegation is a critical survival skill for managers and supervisors and this is what many delegation training resources

are about. Yet, what is less often emphasized is that

understanding delegation skill and knowing how to use it right is an important personal time management skill.

No matter if you have subordinates or bosses, if it is at work or at home.

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Delegation

Definition: The process by which responsibility and authority

for performing a task is transferred to another individual who accepts that authority and responsibility

Delegation is a dynamic process It involves responsibility, accountability, and authority It empowers others, builds trust, enhances communication

and leadership skills, and develops teamwork

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Responsibility and Accountability

Responsibility Defined:Denotes an obligation to accomplish a task

Accountability Defined:Accepting ownership for the results or lack of

results In delegation:

Responsibility is transferred whereas accountability is shared.

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Delegation decision-making tree

See Figure 10-1, page 143 in text Authority to delegate varies Nurses must check statues and

regulations before delegating duties

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Responsibility

For your delegation skill to work, make sure that you will be able to monitor the progress of task execution and know if the task is actually completed.

When you delegate, normally you are still responsible to see that the task is completed.

Avoid delegation when you are unable to monitor the completion status.

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Delegate the Whole Task

For the delegation to be effective it is important that you delegate the whole task.

You need to effectively and clearly communicate to the delegatee what outcome is expected and what requirement are for the task results.

This is very important for the delegatee's motivation and performance, as well as for your satisfaction with the task results.

http://leadershipchamps.wordpress.com/2008/03/ 10

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Benefits of Delegation

Benefits to the Manager Able to devote more time to tasks that cannot be

delegated Can develop new skills and abilities

Benefits to Delegate Gains new skills and abilities Can bring trust and support – increasing self-esteem Enhance job satisfaction and motivation Improves morale Feel more appreciated

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The Delegation Process

1. Define the task (p. 136)• Delegate only the work for which you have

responsibility and authority – routine tasks, less priority, is training or education required?

• There are certain tasks that should not be delegated!

2. Decide on the delegate Match the task to the individual Who has the requisite capabilities? Who is available?

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The Delegation Process

3. Determine the task (p. 137)• Define expectations• Provide enough time to describe task; allow for

questions• Describe the task, provide a reason for it, describe the

standard for evaluation and expected outcome and timelines for completion

4. Reach agreement (p. 138)• Be sure they have the needed information or

resources5. Monitor performance and provide feedback.

• Remain accessible; provide praise and recognition

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Obstacles to Delegation

Potential Obstacles to Delegation are listed in the text

Table 10-1, p. 139

An Insecure Delegator “I can do it better” “I can do it faster” “I’d rather do it myself” “I don’t have time to delegate”

There is also the fear of being blamed for the delegate’s mistakes.

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Delegation: Common Fear of the Insecure Delegator Fear of competition or criticism

What if they do the job better? Fear of liability

There are risks associated with delegation, but if delegation is done correctly, the risks are minimized

Fear of being blamed for the delegate’s mistakes Fear of loss of control

Will I be kept informed? Will the job be done right?

Fear of overburdening others

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Liability and Delegation

What are the five rights of delegation from the Nat. Council of State Board of Nursing (1995)? (P. 142)

1. Right task2. Right circumstances 3. Right person4. Right direction and communication5. Right supervision

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ANA 2001 Code of Ethics for Nurses

The nurse is responsible for exercising informed judgment and basing the decision to

delegate on individual’s competencies and qualifications

Failure to do so constitutes negligence Imperative that the right task be

given to the right person

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Tools for Delegating Successfully

1. Delegate only tasks for which you have responsibility.2. Transfer authority when you delegate responsibility.3. Be sure you follow state regulations, job descriptions

and agency policies when delegating4. Follow the delegation process and key behaviors for

delegating describe in the chapter.5. Accept delegation when you are clear about the task,

time frame, reporting, and other expectations.6. Confront you fears about delegation; recognize those

that are realistic and those that are not.(p. 144)

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Effective Delegation Clarify the assignment Specify employees’

range of discretion Allow employees to

participate Inform others that

delegation has occurred Establish feedback

channels

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Effective Delegation

The effective delegation and empowerment of your employees is essential for your success as a manager and gives you the added benefit of happier

employees and manageable workload

Some Questions

By what authority may RN’s delegate nursing care to others?

A UAP may perform care that falls within which component of the nursing process?

What are the 5 rights of delegation?

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More questions . . .

Which tasks can be delegated to a UAP?A. inserting a Foley catheterB. measuring and recording the client’s

output through a Foley catheterC. teaching a client how to care for a

catheter after dischargeD. assessing for symptoms of a UTI

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A little praise goes a long way

Here are a few ways to motivate a UAP

on your staff: * Remind him how important he is to you and how much you

depend on him. A simple "thank you" at the end of each shift, or a specific "I really

appreciated it when you . . . . shows him how important he is to you.

* Put something in writing for his supervisor or employment file (and his next evaluation) to document a job well done.

* Follow through on what he tells you. For example, he may be the first person a patient tells about a new

symptom. Retrieved from: http://www.nursingcenter.com/library/JournalArticle.asp?

Article_ID=649854

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