Running Head: ORGANIZING

AND STAFFING

Organizing and Staffing: Delegation Trident University International Kevin S. Varner Principles of Management BHS 312 Case Study Module Number 3 Coordinator Professor: Dr. Mickey Shachar Core Faculty: Monica Vargas May 23, 2011

ORGANIZING AND STAFFING: Delegation

In order for any manager to succeed they must learn to delegate their authority in order to some jobs done well. No one can succeed in business of any kind without some form of help. It requires a group of people working toward a common goal for any organization to work. This requires trust and empowerment of employees at all levels, and delegation is the result of that trust, which creates empowerment when done correctly. In the healthcare field, perhaps more than any other, this delegation is a requirement, not just an option.

Big things and little things are my job. Middle level management can be delegated. Konosuke Matsushita Japanese founder of Matsushita Electric The Importance of Delegation in Healthcare Nothing can be accomplished in an Emergency Room without cooperation and trust throughout the group working to save lives. This requires the E.R. doctor to delegate some of the tasks he needs done to the others working with him. There is no way he can accomplish every task on his own and expect to get things done. The same is true in other areas of patient care, and all areas of the business that is healthcare. Part of the reason this is such a difficult concept to impress on people is the effort required in the outset. You will be forced to explain what you want accomplished; making sure the people you are delegating to have at least a basic understanding about something you know inside and out. However, there is payoff in the long run. You develop your subordinates skills and increase their ability to assist you and the organization, especially if a similar task comes up in the future (Mind Tools 2007). This also frees you up to concentrate on other things in your organization that you were previously too busy to accomplish. The investment in time and effort will make dividends if done correctly.

ORGANIZING AND STAFFING: Delegation

You can delegate authority, but you can never delegate responsibility (by) delegating a task to someone else. If you picked the right man, fine, but if you picked the wrong man, the responsibility is yours -- not his. Richard E Krafve late 1950s era GM of Ford The Dangers of Delegation In any instance of trust there is potential for a betrayal of that trust. This holds true with delegation, which is an extension of trust that your directives, or that of the organization you work for, are going to be followed. If that is not the case, if that trust is violated, you will be held accountable. You can delegate the authority to perform certain actions in your name, but the overall responsibility cannot be delegated. The danger in delegation is the people you are delegating this responsibility to may not be up to the task or that level of trust. Yet, it still must be done, so this is where the importance of good Human Resource Management comes in. Hire the right people for the position you wish to fill. This includes their ability to work independently and yet still follow the overall dictates of the organization as set out by you, the manager. Another perceived danger in delegation is the belief that the subordinates work will outshine that of the manager (Summers 2006). There is an inherent fear of being rendered useless in a business setting. In todays high unemployment climate this has to be considered an even bigger psychological impediment to relinquishing any form of control. If a manager is no longer necessary to make sure the work is done, and done well, the question may be raised as to the need for that manager. This has to be overcome in order to empower your subordinates to perform and strive for excellence in their work. If the upper management eat their young rather than mentor and help foster growth among subordinates you will stifle any chance of making the employee a long-term future asset to the organization.

ORGANIZING AND STAFFING: Delegation

Do not delegate an assignment and then attempt to manage it yourself you will make an enemy of the overruled subordinate. Wess Roberts (b. 1946) U.S. writer Empowerment and Delegation Based on the above dangers inherent in delegation, it is easy for managers to micromanage their personnel. This is not true delegation. In order to get subordinates to rise to their full potential you have to empower them. Delegating, and then getting out of the way, can allow a supervisor to see how their people perform in a role of greater authority. If they are the right candidate for a future promotion, they will feel empowered and perform at a much higher level. A true evaluation of this potential will not be available if the manager is over-controlling. According to McNamara, engaging in true delegation can accomplish four things: 1. Grant substantial freedom in deciding how goals are to be achieved while 2. Remaining available as a resource to help the subordinate achieve the goal and 3. Assessing the quality of their effort and attainment of the stated goals ending with 4. Evaluation of the end results to address performance issues and/or rewarding that performance. Accomplishing delegation along those guidelines will build your employees into a stronger, more cohesive, working group and benefit the future of the group, as well as the company as a whole. Conclusion Delegation is a necessary part of working in healthcare at every level. There are inherent dangers in delegation, but they can be mitigated by good oversight, proper human resource management, and allowing your subordinates to be empowered by the process. It will require

ORGANIZING AND STAFFING: Delegation

effort on the managers part initially, but can build up your employees and pay large dividends for the organization in the long run. Giving greater authority to subordinates, while maintaining responsibility for the outcome of every endeavor, is a scary process for many of us in a leadership role. However, this is absolutely necessary; again, it is a requirement, not an option in healthcare.

ORGANIZING AND STAFFING: Delegation

References McNamara, C. (2007). Management Function of Organizing: Overview of Methods. Retrieved from http://www.managementhelp.org/orgnzing/orgnzing.htm. Mind Tools (2007). Successful Delegation: How, When and Why. Retrieved from: http://www.mindtools.com/pages/article/newLDR_98.htm. Summers, Jim; Nowicki, Michael (2006) Leadership and Management; delegation and monkeys: whos in charge? Healthcare Financial Management; Jun 2006; 60, 6; ABI/INFORM Global pg. 114.