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DELEGATION
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
Delegation of duties makes accomplishment possible through a division of
labour. The head nurse, who delegates certain aspects of her administrative
functions, frees herself for activities which she may be better prepared to perform
than others. When duties are specifically delegated to certain individuals
opportunity is provided to place responsibility for the quality of results.
Definition:
Delegation can be defined as getting work done through others, or as directing the
performance of one or more people to accomplish organizational goals. The person
who delegates is called superior and whom delegated is subordinate.

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

It is giving the employee the appropriate authority to act alone and providing the
necessary tools for success. The manager should not dictate every detail about how
the job should be done.
THREE ESSENTIAL ASPECTS OR DIMENSIONS OF DELEGATION

1. Assignment of duties and task
2. Grant of authority, power, right or permission
3. Creation of accountability

Assignment of duties: As one person cannot perform all the tasks, he must
allocate a part of his to subordinates for the purposes of accomplishment by them
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Grant of authority: Delegation of authority means division of authority and
powers downwards to the subordinates. If the delegated duty is to be discharged by
subordinates, they must be entrusted with requisite authority for enabling them to
make such work performance.
Creation of accountability Delegation of duties implies accountability from side
of subordinates. Because of this accountability, the manager must keep for himself
some reserved authority and duties for directing, regulating and controlling the
course of work undertaken by his subordinates.


PRINCIPLES UNDERLYING THE DELEGATION OF RESPONSIBILITY

Principle in terms of results expected: A clear cut outline of duties,
responsibilities and relationships and assigning duties in terms of expected
results.
Just as the head nurse should know her own functions, the extent of her
responsibility and her relationships to the supervisor, director of the nursing
service, the school of nursing and the doctor so should each ward staff member
know clearly the extent of her responsibilities and to whom she is responsible.
Without this understanding there is dissatisfaction and loss of efficiency.
Establishment of definite objectives and suitable measures for determination
of satisfactory performance:
By these means the nurse knows exactly what is expected of her. She has
specific goals toward which to aim and is able to evaluate her own work.
The head nurse has a basis for judgement and an opportunity to stimulate
improvement.
Authority level principle: Clarification of limits of authority
It is the clear limit of authority that permits subordinates to exercise initiative to
develop their personal capacity through freedom of action and to know their area
of operation. Good management and congenial working relationships require that
no individual should be held responsible for work unless she is granted sufficient
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authority to prescribe how it shall be done. If she does not have this authority, the
responsibility for the performance must rest with someone else..

Principle of Parity of authority and responsibility. While assigning duties
to subordinates, there should be equality of authority and responsibility.
Unity of command: As employee should receive orders from one superior
only. So subordinates should always be placed under the guidance, control
and supervision of one supervisor who will set up work priorities and will
arrange for co- operation.

Once the limits of responsibility and authority have been designated, the
head nurse should make no decisions in that area:
She may give advice and counsel

NATURE OF DELEGATION

Delegation implies transfer of certain specified functions by the superior to
the subordinates. The subordinate act as an agent of superior authority and
the superior always retains the right to issue directions to revise decisions.
Delegation of responsibility always lies with the superior.
One person constitutes only one man power. Wherever a persons job grows
beyond his capacity, his success lies in his ability to multiply himself
through others. Here superior shares his duties with his immediate
subordinates. Managerial work is by supervisors and operating work by
operators.
It is when an organization grows that the need for delegation arises, because
one person or group of persons can no longer make all the decisions.
Authority and responsibilities along with duties must therefore be divided.
So in delegation authority is divided and distributed.
The extent of delegation of authority is inversely related to the size and
complexity of the organisation.
The degree of delegation depends on individual requirements of the
situation, structure and judgement f the delegator
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TYPES OF DELEGATION
1. General or Specific Delegation
2. Formal or Informal Delegation
3. Written or Oral Delegation
4. Downward and Sideward Delegation

General or Specific Delegation
In general delegation, the subordinate is granted authority to perform all the
functions in his department or division. The subordinate exercise this
authority under overall guidance and control of supervisor.
Under specific delegation, a person is given authority regarding specific
function or functions. It is precise and the subordinate clearly understands
what he is expected to do.But it can create an inflexibility in the organisation

Formal or Informal Delegation
When authority is delegated as per the organisation structure, it is called
formal delegation.Here subordinate has no option other than obeying the
superior.
Informal delegation takes place when an individual or a group agrees to
work under the direction of an informal leader .This occurs when there is
procedural delays so as to perform the task quickly.

Written or Oral Delegation
Delegation made by written orders and instructions is known as written
delegation.
Unwritten or oral delegation is based in custom and conventions.
Downward and Sideward Delegation
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Downward delegation occurs when a superior assigns duties and grants
authority to his immediate subordinate.
Sideward delegation takes place when a subordinate assigns some of his
duties and authority to another subordinate of the same.
BENEFITS OF DELEGATION:
Delegation offers many benefits to the organization and to the staff who work in
the organization.
Cost effectiveness is one of the benefits when resources, including staff are
used appropriately. There is a potential cost savings.
Time savings as activities are allocated among others, thereby multiplying
the ability to get work done more efficiently.
Professional growth can occur when staffs are challenged to develop new
skills as they take on new opportunities. The delegator who might be a
manager, team leader or staff nurse has the opportunity to grow as new skills
are learned; more time is available to do other activities and so on. When
delegation is done in a thoughtful manner the environment is typically one in
which staff feel valued and trusted.
FIVE RIGHTS OF DELEGATION:
National council of state board of nursing (NCSB 1995) recommended this
1. Right task: one that is delegable for a specific patient or situation.
2. Right circumstances: appropriate setting, available resources and other
relevant factors considered.
3. Right person: right person is delegating the right task to the right person to
be performed by the right person.
4. Right direction/communication: clear, concise description of the task,
including its objective, limits and expectations.
5. Right supervision: appropriate monitoring, evaluation, intervention (as
needed) and feedback.
STEPS IN DELEGATION
Selecting and assigning task
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Selecting the appropriate subordinate
Instructing the subordinates
Maintaining feedback and control
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REASONS FOR DELEGATING
Assigning routine tasks
Assigning tasks for which the nurse manager does not have time.
Reduces the managers workload
Renders continuity and permanency
Problem solving
Changes in the nurse managers own job emphasis
Capability building
Motivates and develops subordinates
Promotes expansion and development of organisation

The nurse manager should be careful not to misuse the clinical nurse by
delegating tasks that can be done by non- nurses or non-licensed personnel.

STRATEGIES FOR EFFECTIVE DELEGATING:
Although some managers balk at the idea of sharing enough information or
authority for delegation to be effective, a variety of strategies can be
implemented to ensure effective delegation. They are;
Plan ahead:
Plan ahead when identifying tasks to be accomplished. Assess the situation and
clearly delineate the desired outcomes.
Identify necessary skills and levels:
Identify the skill or educational level necessary to complete the job. Often legal
and licensing statutes determine this. The manager should know the official job
description ecpectations for each worker classification in the organization.
Select the most capable personnel:
Identify the qualified person best able to complete the job in terms of capability
and time to do so. Managers should ask the individuals to whom they are
delegating if they are capable of completing the delegated task but should also
validate this perception by direct observation. It is also important that the
person to whom the task is being delegated considers the task to be important.
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Communicate the goal clearly:
Managers should encourage employees to attempt to solve problems
themselves; however employees often need to ask questions about the tak or to
clarify the desired outcome. When this happens, the manager should clearly
communicate what is to be done, including the purpose for doing so, and verify
comprehension. The manager should also include any limitation or
qualifications that have been imposed. Although the desired product should be
specified, it is important to give the subordinate feedback and appropriate
degree of autonomy in deciding exactly how the work can be accomplished.
Set deadlines and monitor progress:
Set time lines and monitor how the task is being accomplished through informal
but regularly scheduled meetings. This shows an interest on the part of the
manager, provides for a periodic review of progress and encourages ongoing
communication to clarify any questions or misconceptions.
Model the role and provide guidance:
If the subordinate is having difficulty carrying out the delegated task, the
manager should be available as a role model and resource in helping to identify
alternative solutions. The manager should also convey a feeling of confidence
and encouragement. Reassuming the delegated task should be a managers last
resort, because this action fosters a sense of failure in the employee and
demotivates rather than motivates.
Evaluate performance:
Evaluate the subordinates performance after the task has been completed.
Include positive and negative aspects of how the person has completed the task.
Specific feedback can provide a chance for personal and professional growth.
Without this feedback, delegators and subordinates are unable to have a
mutually trusting and productive relationship.
Reward accomplishment:
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Be sure to appropriately reward a successfully completed task. The more
recognition team members receive, the more recognition will be given to their
leader.
CHARACTERISTICS OF EFFECTIVE DELEGATION
Effective delegation requires that the delegator have delegation skills as delegation
is not simple. Milgram, Spector and Treger(1999) describe some aspects of
effective delegation that need to be considered in the assessment.
Delegate when there is someone more skilled available or when the task can
be completed by a subordinate whose time is less expensive.
Do not give employees just menial tasks; include tasks that offer
opportunities for learning and growth.
Distribute tasks with an understanding of each employees job status, abilities
and total workload.
Use benchmarks to monitor progress along the way; having only a deadline
can be overwhelming.
Do not micromanage subordinates. Experienced employees usually have the
skills necessary for managing complex tasks on their own. They can also
provide a wealth of information that will help to better understand the
functioning of the department or even of the entire organization.
Establish what needs to be done, and then provide support for the employees
as he or she decides how to accomplish the job.

ROLE OF NURSE MANAGERS IN SUCCESSFUL DELEGATION:

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.

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Develop ways of measuring the accomplishment of objectives with
communication, standards, measurements, and feedback to prevent errors. Nursing
employees want to know the nurse managers 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 subordinates capabilities and match task or duty to the employee. Be sure
the employee considers it important.

10. Agree on performance standards. Relate managerial

11. 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.

16. Follow all the five rights of delegation

17. Take actions when work is delegated in an inappropriate or unsafe manner

18. Educate professional nurse about the nurse practice acts that govern the scope
of practice in their respective areas
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COMMON DELEGATION ERRORS
Delegation is a critical leadership skill that must be learned. Frequent mistakes
made by managers in delegating include underdelegating, overdelegating and
improper delegating.
Under delegating:
This usually stems from the managers false assumption that delegation may be
interpreted as a lack of ability on his or her part to do the job correctly or
completely. Another important cause of underdelegating is the managers desire to
complete the whole job personally due to lack of trust in the subordinates; the
manager believes that he or she needs the experience or that he or she can do it
better and faster than anyone else. Manager feels that subordinates will resent
having work delegated to them. The manager lacks experience in the job or in
delegation itself or because he/ she has excessive control oe need to be perfect.
Novice managers under delegate because they find it difficult to assume the
managerial role.
Over delegating:
In contrast to underdelegating which overburdens the manager, some managers
overdelegate, burdening their subordinates. Some managers overdelegate because
they are poor managers of time, spending most of it just trying to get organized.
Others overdelegate because they feel insecure in their ability to perform task.
Employees may become overworked and tired, which can decrease their
productivity.
Improper delegating:
Improper delegation includes such things as delegating at the wrong time, to wrong
person or for the wrong reason. It may also include 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. E.g. is delegating decision
making without providing adequate information.

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BARRIERS TO DELEGATING

Barriers in the delegator

1. Preference for operating by oneself

2. Demand that everyone know all the details.

3. Super nurse syndrome: feeling that others cannot do what you can do so you
try to do it all
4. Feeling of overburdening the sub-ordinates
5. I can do it better myself fallacy,
6. Lack of experience in the job or in delegating.
7. Lack of role models
8. Lack of self confidence
9. Insecurity : think that it means they are incapable if they delegate to others
and lack of trust in others to do the job right

10. Fear of being disliked

11. Fear of criticism

12. Refusal to allow mistakes

13. Lack of confidence in subordinates.

14. Perfectionism, leading to excessive control.

15. Lack of organizational skill in balancing work loads.

16. Poor relationship with the staff will block effective delegation

Barriers in the delegate

1. Lack of experience

2. Lack of competence

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3. Avoidance of responsibility

4. Overdependence on the boss

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, lack of position description

6. Understaffing.

7. Poor communication

Saccomano SJ, Pinto-Zipp G, Registered nurse leadership style and
confidence in delegation

The present study explored and described the relationship between RN leadership
styles, demographic variables and confidence in delegation in a community
teaching hospital. Utilizing a cross-sectional survey design, RNs employed in
one acute care hospital completed questionnaires that measured leadership style
[Path-Goal Leadership Questionnaire (PGLQ)] and confidence in delegating
patient care tasks [Confidence and Intent to Delegate Scale (CIDS)].Results shows
that the data did not confirm a relationship between confidence in delegating tasks
to unlicensed assistive personnel (UAPs) and leadership style. Nurses who were
diploma or associate degree prepared were initially less confident in delegating
tasks to UAPs as compared with RNs holding a bachelors degree or higher.
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Further, after 5 years of clinical nursing experience, nurses with less educational
experience reported more confidence in delegating tasks as compared with RNs
with more educational experience. They concluded that it is imperative that nurse
managers provide nurses with the educational opportunities necessary to develop
delegation and supervision strategies to adapt to the changing RN role while
adhering to differences in scope of practice. Globally, RNs are caring for
increasing numbers of acutely ill patients with scarce resources ensuring an
adequately trained RN/UAP team can help support optimal patient care

CONCLUSION
In any position where an individual is responsible for the direction of other people,
delegation of responsibility is essential. Delegation of responsibility requires
delegation of authority to do the work and it is impossible to hold any one
responsible for results when such authority is not forthcoming. The staffs will be
much happier if each member is given a piece of work for which she is held
responsible and in which she has the opportunity to use her organizing or creative
powers.
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and Wilkins publications; 1996.
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publications; 1967
4. Finkelman W A. Leadership and management in nursing. 1
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Kindersley publications; 2009.