DELEGATION AND COORDINATION

PRESENTED BY
SUSMITA HALDER
M.SC. NURSING PART II
GOVT. COLLEGE OF NURSING
PURBA BARDHAMAN
 DEFINITION OF DELEGATION

Delegation can be defined as getting work done through others,

or as directing the performance of one or more people to accomplish
organizational goals.

Delegation is the process of assigning responsibility and

authority to co-worker and ensuring his/her accountability.

Delegation is one of the most important methods of organizing

and also a skill required to a manager. A manager by dividing his/her
work and sharing responsibilities with others, can work smoothly and
effectively.
 PURPOSE OF DELEGATION

1. Assigning routine tasks.

2. Problem solving.
3. Changes in the nurse manager's own job emphasis.
4. Capability building.
5. Assigning tasks for which the nurse manager does not
have time.
 DIMENSIONS IN DELEGATION

1. Assignment of duties

2. Grant of authority

3. Creation of accountability
 PRINCIPLES OF DELEGATION

 Principles of delegation by results

 Principles of competence
 Principles of trust and confidence
 Principles of adequate authority for the responsibilities
 Principles of absolute responsibility
 Principles of adequate communication
 Principles of effective control
 Principles of reward
 Principles of receptiveness
 STEPS OF DELEGATION PROCESS

1. Define the task

2. Select the individual or team
3. Assess ability and training needs
4. Explain the reasons
5. State required results
6. Consider resources required
7. Agree deadlines
8. Support and communicate
9. Feedback on results
ELEMENTS OF DELEGATION

Authority

Accountability Responsibility
 TYPES OF DELEGATION

1. Formal delegation
2. Fimak delegation
3. Informal delegation
4. Bottom-up delegation
5. Lateral delegation
PREREQUISITES FOR EFFECTIVE DELEGATION

 Good organizational climate

 Clarity in objectives and goals
 Responsibility and authority
 Motivation
 Training
 Effective controlling
 Centralization vs decentralization.
ROLE OF NURSE MANAGER IN DELEGATION

1. Train and develop subordinates

2. Plan ahead
3. Control and coordinate the work of subordinates
4. Visit subordinates frequently
5. Coordination to prevent duplication of effort.
6. Solve problems and think about new ideas.
7. Accept delegation as desirable.
8. Specify goals and objectives.
Cont…

9. Know subordinate's capabilities and match task or duty to the

employee.
10. Agree on performance standards.
11. Relate managerial references to employee performance.
12. Take an interest.
13. Assess results
14. Give appropriate tasks.
15. Do not take back delegated tasks.
 BARRIERS IN DELEGATION

Barriers in the
situation

Barriers in the Barriers in the

delegator delegate
Barriers in the delegator
1. Preference for operating by oneself.
2. Demand that everyone know all the details.
3. “I can do it better myself” – fallacy.
4. Lack of experience in the job or in delegating.
5. Insecurity.
6. Fear of being disliked.
7. Refusal to allow mistakes.
8. Lack of confidence in subordinates.
9. Perfectionism, leading to excessive control.
10. Lack of organizational skill in balancing work loads.
Barriers in the Delegate

1. Lack of experience.
2. Lack of competence.
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.
6. Understaffing.
 ADVANTAGES OF DELEGATION
1. Delegation serves as a vehicle of coordination.
2. A sound system of delegation tends to develop an increased sense
of responsibility and enhanced work capacity of individual employee.
3. It reduces the executive burden.
4. Delegation minimizes delay, when decision has no longer to be
referred up the line.
5. As delegation provides the means of multiplying the limited
personal capacity of the superior, it is instrumental for encouraging of
business.
6. Delegation permits the subordinates to enlarge their jobs, to
broaden their understanding and develop their capacity.
7. Delegation raises subordinate's position in stature
 EFFECTIVE STRATEGIES OF DELEGATION

 Assignment
 Communication
 Work plan
 Feedback loop
 Build motivation
 Maintain control
 Focus on results
 DISADVANTAGES OF DELEGATION

 Insufficient Training or Skills

 Morale Issues
 Lack of Authority
 Lack of Experience
 Perfectionism
 DELEGATION IN NURSING

General guidelines for delegation in nursing:

1. Delegation of acts beyond those taught in the basic educational

program for the license of practical nurses (LPN) should be based
upon a conscious decision of the RN.

2. Records of any educational activities, in services, nursing classes

that were taken.

3. Practice must be limited to those activities addressed in the

written policies and procedures of the agency.
 PRINCIPLES OF DELEGATION IN NURSING

NURSING SERVICE STAFF NURSE (RN/APRN)

ADMINISTRATOR
1. RIGHT TASK
• Identify appropriate delegation • Identify appropriate delegation
activities in unlicensed assistive activities are for specific client(s).
person (UAP) job description/role
• Identify appropriate activities for
delineation.
specific unlicensed assistive person
• Describe expectations of and (UAP).
limits to organizational policies,
procedures and standards.
 2. RIGHT CIRCUMSTANCES
• Assess the health of the client • Assess health status of individual
community, analyze the data and client(s), analyze the data and identify
identify collective nursing care needs, client-specific goals and nursing care
priorities and necessary resources. needs.
• Provide appropriate staffing and • Match the complexity of the activity
skill mix, identify clear lines of with the UAP and competency with
authority and reporting, and provide the level of supervision available.
sufficient equipment and supplies to
• Provide for appropriate monitoring
meet the nursing care needs.
and guidance for the combination of
• Provide appropriate preparation in client, activity and personnel.
management techniques to deliver
and delegate care.
 3. RIGHT PERSON
• Establish organizational standards • Instruct and/or assess, verify
consistent with applicable law and rules and identify the UAP’s
that identify educational and training competency on an individual
requirements and competency and client-specific basis.
measurements of nurses and UAP.
• Implement own professional
• Incorporate competency standards development activities based on
into institutional policies; assess nurse assessed needs; assess UAP
and UAP performance; perform performance; evaluate UAP
evaluations based upon standards; and based upon standards; and take
take steps to remedy failure to meet steps to remedy failure to meet
standards, including reporting nurses standards.
who fail to meet standards to Board of
Nursing.
 4. RIGHT DIRECTION/COMMUNICATION
• Communicate acceptable • Communicate delegation decisions on a
activities, UAP client-specific and UAP-specific basis. The
competencies and detail and method (oral and/or written) vary
qualifications, and the with the specific circumstances.
supervision plan through a
• Situation-specific communication includes:
description of a nursing
service delivery model, o Specific data to be collected and method and
standards of care, role timelines for reporting.
descriptions, and policies or
o Specific activities to be performed and
procedures.
client-specific instruction and limitation.
o The expected results or potential
complications and timelines for
communicating such information.
 5. RIGHT SUPERVISION/EVALUATION
• Ensure human resources, including time • Supervise performance of specific nursing
and supervision, to ensure care is adequate, activities or assign supervision to other
meets clients’ needs. licensed nurses.
• Identify by position, title and role • Provide directions and clear expectations
delineation the licensed nurses responsible of how the activity is to be performed:
for providing supervision needs.
o Monitor performance.
• Evaluate outcomes of client community
and use information to develop quality o Obtain and provide feedback.
assurance and to contribute to risk o Intervene if necessary.
management plans.
o Ensure proper documentation.
• Evaluate the entire delegation process
including the client and the performance of
the activity.
 DEFINITION OF COORDINATION

‘Coordination is the achievement of orderly group efforts and unity of

action in the pursuit of common goals.
- Mooney and Railey
‘Coordination is the integration of several parts into an orderly whole
to achieve the purpose of understanding’.
- Charles Worth
Coordination is thus the unification, integration, synchronization of
the efforts of group members so as to provide unity of action in the
pursuit of common goals. It is a hidden force which binds all the other
functions of management.
 FEATURES OF COORDINATION

 Group Effort
 Essence of Management
 Conscious Activity
 Responsibility of Management
 Continuous and Dynamic Process
 Unity of Actions
 Unity of Purpose
 Integration of Activities
 Pervasive Function
 Common Purpose
 PURPOSES OF COORDINATION

The logic behind coordination is the presence of dependencies

between departments and their activities. And the goal of
coordination is to manage these dependencies in such a way that the
activities become part of the organization's objective (Holt, 1998).
NEED AND IMPORTANCE OF COORDINATION
● It plays an important role in performance, efficiency and cost
effectiveness of health care organization.
● Effective coordination of staff leads to better clinical outcomes.
● Coordination reduces the conflicts among the people.
● Coordination also makes the people to move equally for attaining
objectives.
 It facilitates the stability and growth of an organization.
 It provides a framework for strategic decision making on issues of
common concern.
 Coordination eliminates gaps and duplication of services in meeting
the needs of clients.
 Coordination is an all-inclusive concept and the end result of
management process.
 ELEMENTS OF COORDINATION

 Balancing

 Timing

 Integrating
 PRINCIPLES OF COORDINATION

 Direct Personal

 Early Beginning

 Reciprocity

 Continuity
 TYPES OF COORDINATION

 On the Basis of Scope

- Internal
- External

 On the Basis of Hierarchy

- Vertical
- Horizontal
 PRECONDITIONS TO COORDINATION

 Participation

 Impartiality

 Transparency
 BARRIER OF EFFECTIVE COORDINATION
 Loss of Ad hoc Communication
 Lack of contact among employees

 Time to Initiate Contact or Communication

 Communication Differences or Preferences

 Lack of Trust
 Personal Work Style Differences
 Different Backgrounds of Members
 Not Realizing there is a Need to Communicate
SKILLS TO ACHIEVE EFFECTIVE COORDINATION

 Sound Planning
 Effective communication
 Effective Leadership and Supervision
 Proper Delegation
 Voluntary Coordination
 Evaluation Skills
 Coordination Through Committees
 Meetings
SUMMARIZATION
10 YEARS QUESTION

1. What is delegation? (1) Discuss the steps of delegation. (5)

What are the common delegation errors usually observed in
nursing service? (5) 2014
Write a short note on delegation.