Final delegation

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nursing mangement delegation

nursing mangement delegation

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  • 1.  
  • 2.
    • Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.
    • -George . G . Patton
  • 3. SMITHA.B ASSOCIATE PROFESSOR KVM COLLEGE OF NURSING
  • 4.
    • Delegation is one of the most important management skills
    • Delegation is a two-way process
    • As a manager, it is your job is to get work done through others.
  • 5.
    • Transferring to a competent individual the authority to perform a selected nursing task in a selected situation
    • - THE NATIONAL COUNCIL OF STATE BOARDS OF
    • NURSING(1995)
  • 6.
    • DELEGATION is the process by which responsibility and authority for performing a task is transferred (function/ activity/ decision) to another individual who accepts that authority and accountability
    • - Sullivan (2007)
  • 7. TERMINOLOGIES
    • DELEGATOR:
    • The one who posses authority to delegate or one who makes an assignment/delegation
    • DELEGATEE:
    • the one who receives direction for what to do from the delegator
  • 8. In 1970’s In 1980’s In 1990’s 21 st century
  • 9.
    • Team nursing was present
    • Only few RNs
    • Licensed NP, – direct patient care (physical comfort- simple treatments)
    • Complex procedures need RNs
    • High expectation on nursing
  • 10.
    • Many nurses entered in nursing with limited experience & knowledge on delegation
    • Poor delegation on patient care than physical care
    • Study: Anthony & Hertz says that nurse should prepare for delegation with experience than education
  • 11.
    • Dramatic shift from primary nursing to multi level nursing
    • Sophisticated demand for cost containment & reduction came as concept
    • Community based care – health care industry
    • Shortage of nurses – increased un licensed nurses
    • RN had challenges to meet the increased demand of care
  • 12.
    • ANA concerned about quality of delegation decision
    • Certified nursing asst –
    • health & hospital division
    • How to receive delegation
    • ANA – principles of delegation
  • 13. PURPOSE OF DELEGATION
  • 14.
    • 1. COST SAVINGS
    • Today's scenario
    • Right person to right work
    • (manager- manage, professional
    • nurse- nursing care)
  • 15.
    • Different level of work to different level of people.
  • 16.
    • Relationship between manager & Staff
  • 17.
    • Increasing self esteem
    • Development of talents & abilities
    • Opportunity to take decision
    • Job satisfaction
    • Sense of leadership & knowledge of organization goals
  • 18. Helps the chief executive to devote more time to decision making, policy formulation and planning
  • 19. Brings flexibility in the organization Training to subordinates
  • 20. Avoids delay…
  • 21. Develops sense of responsibility in subordinates
  • 22. Decrease the burden of tasks
  • 23. Helps in succession
  • 24. PRINCIPLES OF DELEGATION
    • Begin with the end in mind
    • Delegate completely
    • Allow participation in the delegation of assignment
    • Establish authority & responsibility
    • Work with in organisational structure
    • Provide adequate support for delegated task
  • 25. PRINCIPLES CONTD
    • Delegate consistently
    • Avoid upward delegation
    • Clarify consequences
    • Focus accountability on results
    • Express progress reports
    • Communicate clearly and completely
  • 26.  
  • 27. ACCOUNTABILITY FOUNDATION FOR DELEGATION RESPONSIBILITY AUTHORITY
  • 28.
    • Delegation depends up on a balance of responsibility, accountability and authority
  • 29.
    • Responsibility: it is the condition of accepting important duties / obligations
    • Accountability: it is the condition of being answerable
    • Authority: it is the rights and power to determine , influence and evaluate
  • 30. DELEGATION MAKES RESPONSILILITY MEANINGFUL DELEGATION ASSIGNS RESPONSIBILITY DELEGATION CREATES ACCOUNTABILITY DELEGATION EXTENDS AUTHORITY
  • 31. Kinds of delegation
  • 32. KINDS OF DELEGATION
    • FULL DELEGATION
    • PARTIAL DELEGATION
  • 33. Kinds contd
    • FORMAL DELEGATION
    • INFORMAL DELEGATION
  • 34. TYPES OF DELEGATION-contd
    • GENERAL & SPECIFIC
    • WRITTEN & UNWRITTEN
    • DOWNWARD
    • SIDEWARD
  • 35. STEPS FOR DELEGATION
  • 36.
    • 1.Plan ahead
  • 37.  
  • 38.  
  • 39.  
  • 40.  
  • 41.  
  • 42.  
  • 43.  
  • 44.  
  • 45.  
  • 46.
    • 1. Delegation is not a system that reduces responsibility. It is the way to make responsibility meaningful .
    • Nurse manager delegate responsibility for bedside care to appropriate staff.
    • RN have authority to carry out nsg orders, supervise asst personnel
  • 47.
    • RN responsible to patient care & out come
    • RN sets limits within which she have authority to use appropriate resources
    • Allow the care giver to decide how to achieve the goal
  • 48.
    • RN plans:
    • what kind of care needed ?
    • who need additional work?
    • what assistance needed?
    • what outcome expected?
  • 49.
    • Empowerment requires assertiveness
    • It involves making people to do critical issues, autonomy over the task and resources.
    • Providing visibility of others & recognition of their efforts
  • 50.  
  • 51. ASSIGN RESPONSIBILITY GIVE AUTHORITY CREATE ACCOUNTABILITY ASSESS DETERMINE FIT YES NO ASSIGN TASK MONITOR ASSIGNMENT DON’T ASSIGN EDUCATIVE & SUPERVISE SEEK & REPORT DEVIATION & ISSUES KNOWLEDGE, SKILL, ATTITUDE NEED & TASK
  • 52. ASSIGN A TASK PROVIDE A RATIONALE EXPLAIN EXPECTED OUTCOMES FULL DELEGATION EMPOWERMENT ACHIEVED
  • 53.  
  • 54.
    • Communicate effectively
    • Create envt of trust & co operation
    • Create envt of teaching & learning
    • Promote client satisfaction
    • Provide feedback, follow up,
    • evaluation
  • 55.
    • Know the need/ patient
    • Know the staff member
    • Know the task to be delegated
    • Explain the task & expected
    • out comes
    • Expect responsible action from the delegatee
    • Assess and supervise job performance
    • Evaluate & followup
  • 56.
    • Suggest 6 cultural phenomeneon:
    • Communication
    • Space
    • Social organisation
    • Time
    • Envt control
    • Biological variation
  • 57.  
  • 58.
    • 1. Fear Of Being Disliked
    • 2. Inability to give up any control of the situation
    BARRIERS
  • 59.
    • Inability to prioritize
    • Lack of confidence over employee
  • 60.
    • Tendency to isolate oneself & choosing to complete all task alone
    • Lack of confidence to delegate
  • 61.
    • Inability to communicate effective
    • Inability to develop relationship with other team members
  • 62.
    • Thinking of oneself as the only one who can complete the task
    • Lack of knowledge about staff capability
  • 63.  
  • 64.
    • venue: surgical step down unit (staffed with all RNs)
    • On a particular day the unit was short staffed and a technician from the emergency room was called to assist with care. The technician was assigned to assist an RN with her heavy assignment. The RN delegated a patients hourly output measurement to the technician and asked him to inform her if the urine output dropped below 50ml an hr. After 4hrs of no communication the RN asked the technician if there were any problems.
  • 65.
    • He replied “ her hourly output is fine but there is a great deal of blood in the bag”. The RN became angry with technician b’cos he had not told her about the blood. When she questioned his failure to report the blood he said
    • “ you said to let you know if her output dropped below 50ml an hr, you didn’t say anything about looking for blood, I assumed that you knew that there was blood in her urine”.
  • 66.  
  • 67.
    • Manager over worked & overwhelmed
    • Cause : misinterpretation of himself
    • desire of do the whole job by myself
    • I can do job faster than any one
    • lack of trust over the sub ordinates
    • Fear of subordinates wont like me
    • Effects: subordinates become bored, lazy and ineffective
  • 68.  
  • 69.
    • Manager – poor monitor of time
    • wrong person
    • spend more time to just trying to organised
    • Cause: feel insecure in their ability to performa task
  • 70.  
  • 71.  
  • 72.
    • The nurse manager fails to recognize and in corporate the principles of effective delegation
  • 73.
    • The nurse manager don’t recognize the habits ingrained from old practice patterns prevent improvement in delegation skills
  • 74.
    • The nurse manager are unwilling or unable to view delegation from the perspective of the delegation
  • 75.  
  • 76. 1. ORGANIZATIONAL LEVEL
  • 77. unstable & changing nature of works
  • 78. Size & location of organization
  • 79. Lack of means of coordination & communication
  • 80. LACK OF ESTABLISHED METHODS & PROCEDURES
  • 81. MANAGERIAL LEVEL
  • 82.  
  • 83.  
  • 84.  
  • 85.  
  • 86. SUBORDINATE LEVEL
  • 87.  
  • 88.
    • Upward delegation: asking boss in one way of shifting/ sharing his burden
  • 89.
    • Negative criticism
    • Constructive review
  • 90.  
  • 91.  
  • 92.  
  • 93. Symptoms of poor delegation
  • 94. Long line of employee before boss room
  • 95. Boss is always busy..
  • 96. Always delay in work
  • 97. Disorganised resource
  • 98. Subordinate unhappy
  • 99. Having office work in home too
  • 100.
    • 10 essential elements related to delegation
    • CRITERIA IN NURSE PRACTICE
    • ACT
    • Define delegation
    • Items that cant be delegated
    • Items that cant be routinely delegated
    • Guidelines to RN about what can be delegated
    • Description of professional nursing practice
    • Description about each level regarding delegation
  • 101.
    • Degree of supervision required
    • Guidelines for decreasing the risks associated with delegation
    • Warning about inappropriate delegation
  • 102.  
  • 103.
    •   A simple delegation rule is the SMART acronym , or better still, SMARTER.
    • It's a quick checklist for proper delegation. Delegated tasks must be:
    • Specific
    • Measurable
    • Agreed
    • Realistic
    • Time bound
    • Ethical
    • Recorded
  • 104.
    • It serves as a vehicle of co-ordination.
    • It develops increase sense of responsibility.
    • It reduces the executive burden.
    • It minimizes delay.
    • It ensures effective control (by providing authority).
    • It multiplies the limited personal capacity of the supervisor.
    • It permits subordinates to develop their capacity.
    • It increases subordinates job satisfaction.
    ADVANTAGES
  • 105.
    • Frailty of human life
    • Eye wash delegation
    • Unfamiliarity with art of delegation
    • Incapacity of subordinates
    DISADVANTAGES
  • 106. EFFECTS OF DELEGATION
    • Good delegation
    • saves you time,
    • develops you people,
    • grooms a successor,
    • and motivates.
    • Poor delegation will cause you
    • frustration,
    • demotivates
    • confuses the other person
    • fails to achieve the task or purpose itself.
  • 107.
    • when delegating work give the person a whole task to do
    • staff person understands exactly what you want them to do
    • If you have a picture of what a successful outcome share your picture with the staff person
    • Identify the key points of the project or dates when you want feedback about progress
  • 108.
    • Identify the measurements or the outcome you will use to determine that the project was successfully completed
    • Determine, in advance, how you will thank and reward the staff person for their successful completion of the task
  • 109. CONCLUSION
    • Even "Super-You" needs help and support. There is no shame in asking for assistance. Push aside the pride and show respect for the talent others can bring to the table. And, remember that there is no such thing as a single-handed success: When you include and acknowledge all those in your corner, you propel yourself, your teammates and your supporters to greater heights.                                 - Author Unknown
  • 110.  
  • 111.