DELEGATION

Introduction

Every organization requires delegation for the purpose of assigning division of work
among the employee. Delegating is a technique of time management and is a major element
of the directing the function of nursing.

Definition
Delegation is the actual process of assigning jod activities and corresponding authority
to specific individuals with in the organizations.

Steps in delegation process

According to Newaaan and Warren the delegation process consists of three steps:

i. Step –I
The first step is assigning specific duties to the individual. An all cases, the manager must
be same that the subordinate assigned to specific duties has a clear understanding of what
these duties entail. Whenever possible the activities should be stated in operational terms to
the subordinate know exactly what action must be taken to perform the assigned duties.

ii. Step-II
The second step of the delegation process includes granting appropriate authority to the
subordinate that is the subordinate must be given the right and power with in the organization
to accomplish the duties assigned.

iii. Step -III

The last step involves creating the obligation for the subordinate to perform the duties
assigned. The subordinated must be aware of the responsibility to complete the duties
assigned and must accept that responsibility.
Guidelines for Success of Delegation Process:
 Give employees freedom to pursuer task in their own way.
 Establish mutually agreed upon results and performance students for delegated tasks.
 Encourage employee to take an delegated take role in defining, implementing and
communicating progress on tasks.
 Entrust employee with completion of whole projects as task whenever possible.
 Give employees the authority necessary to accomplish tasks.
 Allow employees access to all information people and departments necessary to perform
delegated tasks.

1
  Provide training and guidance necessary for employees to complte delegated task
satisfactorily.
 When possible, delegate task on the basis of interests.

Obstacles to the delegation process:

Obstacles that can make delegation within on organization difficult as even impossible.
Classified in t three general categories:
 Obstacles related to the supervisor
 Obstacles related to subordinates
 Obstacles related to organizations

i. Obstacles related to the supervisors :

The supervisor who resists delegating his authority to subordinates because he cannot
bear to part with any authority. The fear that subordinates will not do a job well and
suspicion that surrounding some authority.

ii. Obstacles related to subordinates

Subordinate may be reluctant to accept delegated authority because they are afraid of
failing, lack self confidence, as feel the supervisor doesn’t have confidence in them.

iii. Obstacles related to organizations

A very small organization may present the supervisor with only a minimal number of
activities to be delegated. In organizations where few job activities and little authority have
been delegated in the post, an attempt to initiate the delegation process may make
employees reluctant and apprehensive.

CENTRALIZATION AND DECENTRALIZATION

The term centralization and decentralization describe the general degree to which
delegations to which delegation exists within an organization.

Centralization
It refers to the situation in which a minimal number of job activities and a minimal amount of
authority are delegated to subordinates.

Advantages of Centralization
 Coordination of activities of subordinates is better achieved.
 There is as duplication of efforts as resources.
 Decision take is to account the interest of the entive organization.
 Strong central leadership develops which may be required in crisis.

2
Decentralization
 It refers to the situation which exsts a s a result af the systematic delegation of authority
throughout the organizations.
 Delegation is a process, while decentralization is the end result of delegation and dispersal
of authority.
Advantages of decentralization
The important advantages of decentralization as follows
 Decentralization reduces problem of communication.
 Decentralization permits quicker and better decision making.
 Decentralization recognizes and actually capitalization on the importance of the human
elements. Under decentralization, employees are able to exercise more autonomy.
 Decentralization leads to a competitive climate with in the organizations.
 Decentralization ensures the development of employees.
 Decentralization facilitates diversification of employees.
 Decentralization facilitates diversification of products, activities and markets.

COMMON DECENTRALIZATION ERRORS

Delegation is a major skill that must be learned. Frequent mistakes made by new managers in
delegating include following
i. Under Delegating:
 Under delegating frequently stems from the manager’s false assumption that delegation
may be interpreted as a lack of ability on his as her part to o the job correctly as completely.
 Delegation need not limit the manager’s control, prestige and power rather, delegation can
extend the manager’s influence and capability by increasing what can be accomplished.
 Another frequent cause of under delegating is the manager’s desire to complete the whole
job himself or herself a lack of trust in the subordinates because the manager believes he
or she can do it better and faster than anyone else
 An additional cause of underselegation is the fear that subordinates will resent having
delegated to them. Properly delegated work actually increases employee satisfaction and
fosters a cooperative working relationship between managers and staff.
 Managers also may under delegate because they lack experience I the job as in delegation
itself because they have an excessive need to control as be perfect.

ii. Over delegating:

 In contrast to under delegating, which over burden the manager, some managers over
delegate burdening their subordinates.
 Some manager overdelegate because they are poor managers of time, spending most of it
just trying to get organized.

3
 Others over delegate because they feel insecure in their ability to perform a task.
 Managers must be careful not to delegate to exceptionally compete tent employees,
because they may become overwork load and tried, which can decrease their productive.
iii. Improperly delegating:
 Improper delegation includes sudh things as delegating at the wrong time, yo the wrong
person, as for the wrong reason.
 It also may include delegating task and responsibilities that are beyond the capability of
the person to whom they are being delegated as that should be done by the manager.
 Delegating decision making without providing adequate information also is an example
improper delegation.
 Incomplete delegation also may occur when management divides a problem and assigns
part of it to one department and part to another. When this occurs, the problem solves at
the middle-management level see only a part of the problem and must take action based
on incomplete information.

Steps of effective delegation

 Plan ahead when identifying task to be accomplished.
 Identify the skill as educational level necessary to complete the job.
 Identify the person best able to complete the job in terms of capability and freedom.
 Clearly communicate exactly what is to be done, including the purpose.
 Delegate the authority and the responsibility necessary to complete the task.
 Set time lines and monitor how the task being accomplished, this may be done through
informal but regularly scheduled meetings.
 If the subordinate is having difficulty to carrying out the delegated task, be available as a
role model and resources in helping identify alternative solutions.
 Evaluate the subordinate’s performance after.

Basic role of manager:

 Regardless of their level as area within an organization, all managers must play certain
roles and exhibit certain skills if the are to be successful.
 Hensy Mintzberg offers a number if interesting insight is to the routine of managerial
role.
These roles are as follows:
1. Interpersonal roles:
 These are three interpersonal roles inherent in the manager’s job. First, the manager is
often asked to serve as figure head-taking visitors to driver, attending ribbon writing
ceremonies and the like. The manager is also asked to serve as al leader- hiring,
training and motivating employees.

4
  This role often involves serving as a coordinator as link between peoples, groups as
organizations. For example, IBM and Apple computer recently agreed to cooperate on
developing new technology.

2. Informational roles :
 .Three informational roles identified by Mintyberg flow naturally from the interpersonal
roles. The first informational role is that of monitor, one who activity seeks information
that may be value.
 The second role of manager to acts as disseminator of information, transmitting relevant
information back to others in the workplace.
 The 3rd role is acts as spokesperson, formally relays information to people outside the
unit or outside the organizations.
 For example- a plant manager at union carbidee work may be transmit information to
top-level manager to that they will so that they will be better informed about the plan’s
activities.

3. Decisional roles :
 Mintaberg identified four decisional role.
 First the manager has the role of entrepreneur, the voluntary initiator of change.
 Second role is as disturbance handler by handling such problems as strikes, copyright,
infringement and energy shortages.
 Third role is resource allocator. Eg a manager typically allocated the funds in the unit
operating budget among the unit member and projects.
 Fourth role is as negotiator. Eg manager may negotiate a union contract , an agreement
with a consultant on lengthen relationship with supplier .
 The task has been completed. Include positive and negative aspects of how the person
has completed the task.
 Be sure to reward appropriately a successfully completed task.

DELEGATION AS A FUNCTION OF PROFESSIONAL NURSING

 With the restructuring of care delivery models, registered nurses at all levels are
increasingly being expected to make assignments for and supervise the work of different
level of employees.
 The pew report suggested that the clinical management role of nursing needed to be
recorded and recognized as an “increasingly important strength of training and practices at
all levels”.
 Registered nurses asked to assure the role of supervisor and delegator need preparation to
assure these leadership tasks.
 Registered nurses who supervise subordinates, especially those who entered practice in
1980s have experienced only total RN staffing a primary nursing system of care delivery.

5
 Lengacher and colleagues suggest that repeated education programs on delegation
principles and role clarify are necessary for RNS to demonstrate consistency in delegating
appropriate role activities and to begin to feel confident in delegating.
 Nursing schools and healthcare organizations need to do a better job of preparing
professional nurses about the nurse practice acts governing the scope of practice in their
state, basic delegation principles of delegating to the right person, at the right time and for
the right reason and action must be undertaken.

Conclusion
Delegation is a major skill of a manager to distribute the work of division among employee. It is
the one of the essential task of nurse manager to delegate the duties among workers. It is one
of the essential tasks to provide the effective health care delivery in the organizations.

Bibliography
 Marquis.L. B nad Huston .J C (2000) “ Leadership Roles and management
functions in nursing”, 3rd edition, lippincott William and wilkins publication,
Philadelphia , pp- 330-35.
 Tripathi P.C. and Reddy P.N. (2006), “Principles of management” 3 rd edition, Tata
Mcgrow hill publishing company, New Delhi, Pp. no. 49-68
 Aquinal P.G. (2005), “Principles of management”, Anmol publications, New Delhi,
Pp. no. 48-55.

 Koontz H. and Weihrich H. (2003), “Essentials of management”, 5 th edition, Tata Mc

grow hill publishing company, New Delhi, Pp. No. 45-63

 Certo S.C. (2001), “Modern management”, 9th edition, Prentice Hall India P New
Delhi, Pp. no. 22-138

 Griffin R.W. (2005), “Management”, AITBS Publications, New Delhi, Pp. No.306-307

 http:// w.w.w medvrity. Com.