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Delegation

Delegation. 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. Delegation.

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Delegation

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  1. Delegation Dr. Lincoln

  2. Dr. Lincoln

  3. 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. Dr. Lincoln

  4. 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. Dr. Lincoln

  5. 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 Dr. Lincoln

  6. 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. Dr. Lincoln

  7. 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 Dr. Lincoln

  8. 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. Dr. Lincoln

  9. 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. Dr. Lincoln

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

  11. 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 Dr. Lincoln

  12. The Delegation Process • 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! • Decide on the delegate • Match the task to the individual • Who has the requisite capabilities? • Who is available? Dr. Lincoln

  13. The Delegation Process • 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 • Reach agreement (p. 138) • Be sure they have the needed information or resources • Monitor performance and provide feedback. • Remain accessible; provide praise and recognition Dr. Lincoln

  14. 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. Dr. Lincoln

  15. 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 Dr. Lincoln

  16. Liability and Delegation • What are the five rights of delegation from the Nat. Council of State Board of Nursing (1995)? (P. 142) • Right task • Right circumstances • Right person • Right direction and communication • Right supervision Dr. Lincoln

  17. 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 Dr. Lincoln

  18. Tools for Delegating Successfully • Delegate only tasks for which you have responsibility. • Transfer authority when you delegate responsibility. • Be sure you follow state regulations, job descriptions and agency policies when delegating • Follow the delegation process and key behaviors for delegating describe in the chapter. • Accept delegation when you are clear about the task, time frame, reporting, and other expectations. • Confront you fears about delegation; recognize those that are realistic and those that are not. (p. 144) Dr. Lincoln

  19. Effective Delegation • Clarify the assignment • Specify employees’ range of discretion • Allow employees to participate • Inform others that delegation has occurred • Establish feedback channels Dr. Lincoln

  20. 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 Dr. Lincoln

  21. 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? Dr. Lincoln

  22. More questions . . . • Which tasks can be delegated to a UAP? • A. inserting a Foley catheter • B. measuring and recording the client’s output through a Foley catheter • C. teaching a client how to care for a catheter after discharge • D. assessing for symptoms of a UTI Dr. Lincoln

  23. 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 Dr. Lincoln

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