This document discusses coordination and delegation in nursing management. It defines coordination as the integration of interdependent activities to achieve common goals. Coordination requires group effort and unity of action. The document outlines various principles, techniques, barriers, and types of coordination. It also defines delegation as transferring responsibilities to subordinates and discusses the importance, elements, and principles of effective delegation. Coordination and proper delegation are essential for effective nursing management.

1. COORDINATION &
DELEGATION
PREPARED BY:
MANISHA PRAHARAJ
SUM NURSING COLLEGE

2. INTRODUCTION
Coordination is the essence of nursing
management. It is life line for management.
Health care organization consists of group of
specialized people with specific purpose in the
set of rules, policies, procedures, relationships
and culture, coordination is must. Coordination
is the process in which different people or
things work together to attain specific goals or
aims.

3. DEFINITION
“Coordination is the achievement of
orderly group efforts and unity of action in
the pursuit of common goals”.
- Mooney & Railey
“Coordination is the integration of several
parts into an orderly whole to achieve the
purpose of understanding”.
- Charles Worth

4. Coordination is the process of achieving unity
of action among interdependent activities.
Coordination is required whenever two or
more interdependent individuals, groups or
department must work together to achieve a
common goal”.
- Dessler G,2002.

5. CHARACTERISTICS
Group effort:
The financial, human and technical resources are
properly organized and coordinate. Coordination
is a relevant to group effort and leads to
integration of all activities in the nursing
organization to render the best possible nursing
care.
Unity of action:
Coordination applies to the group effort, not
individual effort. All the activities in the
department are unified in pursuit of common
goal.

6. COMMON PURPOSE
• Effective coordination is good management.
Coordination is not one – shot deal.
• The logic behind the coordination is the
presence of dependencies between departments
and their activities. And goal of coordination is
to manage these dependencies in such a way
that the activities become parts of the
organization’s objective.
• It is a never ending process of ensuring the
achievement of organizational goal effectively.

7. FEATURES OF COORDINATION
• Coordination is a integrity process.
• If subdivision of work is in escapable,
coordination become mandatory.
• Undue confusion is a symptom of poor
coordination.
• Coordination is a process. It is a process of
achieving integration among different
organizational units.

8. • Unity of effort is the heart of
coordination problem. Coordination is
present in all organization but in varying
degree.
• The chief objective of coordination is a
common purpose.

9. PRINCIPLES OF COORDINATION
1. Principle of direct contact:
Coordination can be achieves by direct
contact among the responsible people
concerned. Coordination can be easily
obtained by direct interpersonal relationship
and direct personal communication.
2. Principle of continuity:
Coordination is an on – going process rather
than a once – for – all activity.

10. 3. Principle of reciprocity:
This means that all factors in a given situation
are interdependent and interrelated.
Coordination becomes easier when people
appreciate the reciprocity of relations.
4. Principle of early beginning:
Coordination can be achieved more easily in
early stages of planning and decision making.
Coordinated plans when put into operation
are always successful.

11. ELEMENTS OF COORDINATION
1. Balancing – to create a balance between
the resources of different departments and
individual.
2. Timing – timing means adjusting the
time schedules of different activities so that
they support and reinforce each other.
3. Integration – integrating is involving
unification of diverse interests under the
common purpose.

12. NEED OF COORDINATION
• Coordination helps to improve the
efficiency of operations by avoiding the
overlapping of efforts and duplication.
• 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.

13. • It facilities 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 results of management
process.

14. TYPES OF COORDINATION
1. On basis of scope:
• Internal – when coordination is between
the different units of an organization within
and is achieved by integrating the goals and
activities of different departments of the
organization.
• External - it refers to coordination
between an organization and its external
environment comprising government,
community, customers, suppliers etc.

15. 2. On basis of hierarchy:
• Vertical – when the coordination is
between different levels of the organization
and has to ensure that all the levels in the
organization act in harmony. Vertical
coordination is assured by top management
through delegation of authority.
• Horizontal – it refers to coordination
between different departments and other
units at the same level of the management
hierarchy.

16. TECHNIQUE TO ACHIEVE
COORDINATION
• Sound planning –
The goals of its units must be clearly defined.
Planning is the ideal stage for coordination.
There should be objectives, unified procedures
and rules to ensure uniformity of action.

17. • Effective communication –
It helps to resolving differences and in creating
mutual understanding. Face to face contacts are
most effective way of communication and
coordination.
• Effective leadership and supervision –
A good leader can guide the activities of his
subordinates in the right direction. Effective
supervision is an important method of resolving
differences of opinion.
• Proper delegation –
Delegation skills are required to get the work
done.

18. • Voluntary coordination –
Self-coordination is possible in a climate of
dedication and mutual cooperation.
• Evaluation skills –
The evaluation skills are required to determine
the outcomes are achieved as well as when to
make adjustment.
• Coordinating through committees –
Committees ensure that the problems arise out
of relationship can be solved by group decisions.
• Meetings –
Periodic meetings are very effective in
promoting the coordination, if organized
properly.

19. BARRIERS OF COORDINATION
• Lack of communication.
• Lack of contact among employees.
• Communication differences or
preferences.
• Lack of trust
• Personal work style differences
• Different backgrounds of members.
• Not realizing there is a need to
communicate.

20. DELEGATION
Delegation is defined as transferring of
responsibilities to subordinates on behalf
of the manager. It is an act through which
a manager gives authority to others to
attain certain assignments.

21. Delegation is the assignment of any
responsibility or authority to another
person (normally from a manager to a
subordinate) to carry out specific
activities, such as starting on proper tires
during a wet race. It is one of the core
concepts of management leadership.

22. ELEMENTS OF DELEGATION
1. Authority –
Authority can be defined as the power and
right of a person to use and allocate the
resources efficiently, to take decisions and to
give orders so as to achieve the organizational
objectives. Authority must be well- defined.
All people who have the authority should
know what is the scope of their authority.
Authority is the right to give commands,
orders and get the things done.

23. 2. Responsibility –
is the duty of the person to complete the
task assigned to him. A person who is given
the responsibility should ensure that he
accomplishes the tasks assigned to him.
Responsibility without adequate authority
leads to discontent and dissatisfaction
among the person.

24. 3. Accountability –
means giving explanations for any
variance in the actual performance from
the expectations set. Accountability
cannot be delegated.

25. For achieving delegation, a manager has to
work in a system and has to perform
following steps : -
1. Assignment of tasks and duties
2. Granting of authority
3. Creating responsibility and
accountability

26. DELEGATION OF AUTHORITY
1. Assignment of Duties –
The delegator first tries to define the task
and duties to the subordinate.
2. Granting of authority - Subdivision
of authority takes place when a superior
divides and shares his authority with the
subordinate.

27. 3. Creating Responsibility and Accountability –
The delegation process does not end once
powers are granted to the subordinates.
Responsibility is said to be the factor or
obligation of an individual to carry out his
duties in best of his ability as per the directions
of superior. Accountability, on the others hand,
is the obligation of the individual to carry out
his duties as per the standards of performance.
Therefore, it is said that authority is delegated,
responsibility is created and accountability is
imposed.

28. IMPORTANCE OF DELEGATION
1. Through delegation, a manager is able
to divide the work and allocate it to the
subordinates. This helps in reducing his work
load so that he can work on important areas
such as - planning, business analysis etc.
2. With the reduction of load on superior,
he can concentrate his energy on important
and critical issues of concern. This way he is
able to bring effectiveness in his work as well
in the work unit.

29. 3. Delegation of authority is the ground on
which the superior-subordinate
relationship stands. An organization
functions as the authority flows from top
level to bottom.
4. 4. Delegation of authority in a way gives
enough room and space to the
subordinates to flourish their abilities and
skill. Through delegating powers, the
subordinates get a feeling of importance.

30. 5. Delegation of authority is help to
both superior and subordinates. This, in a
way, gives stability to a concern’s working.
With effective results, a concern can think
of creating more departments and
divisions flow working.

31. PRINCIPLES OF DELEGATION
1. Principle of result excepted-
suggests that every manager before
delegating the powers to the subordinate
should be able to clearly define the goals
as well as results expected from them. The
goals and targets should be completely
and clearly defined and the standards of
performance should also be notified
clearly.

32. 2. Principle of Parity of Authority and
Responsibility-
According to this principle, the manager
should keep a balance between authority
and responsibility. Both of them should
go hand in hand.

33. 3. Principle of absolute responsibility-
This says that the authority can be
delegated but responsibility cannot be
delegated by managers to his
subordinates which means responsibility
is fixed. The manager at every level, no
matter what is his authority, is always
responsible to his superior for carrying
out his task by delegating the powers.

34. 4. Principle of Authority level-
This principle suggests that a manager
should exercise his authority within the
jurisdiction/framework given. This
principle emphasizes on the degree of
authority and the level up to which it has
to be maintained.

35. PURPOSE OF DELEGATION
• Assigning routine task.
• Problem solving
• Changes in the emphasis of a
manager’s own job requirement.
• Capability building
• Assigning task for which the
manager doesn’t have time.

36. CHARACTERISTICS
• Delegation of authority can be
exercised only by higher authority.
• Delegation can be of any kind.
• Delegation does not mean transfer
of final authority.
• Does not involve surrender of
power.

37. SILENT FEATURES OF
DELEGATION
• Not to delegate total authority.
• Not to delegate authority which he
himself does not process.
• Should be only for organizational
purpose and not personal purpose.
• It does not imply reduction in power.

38. KINDS OF DELEGATION
• Full delegation -
• Partial delegation
• Conditional delegation
• Formal delegation – this is found in the
exercise of authority defined by an organization’s
role.
• Informal delegation – it occurs because
people want to do something apart from what
they are told to do. It is something that is not
formally required to be done. When there is a
problem in the exercise of formal authority,
informal delegation is accepted.

39. PREREQUISITE FOR EFFECTIVE
DELEGATION –
• Good organizational climate.
• Clarity of objective and goals.
• Responsibility and authority
• Motivation
• Training
• Effective controlling
• Centralization vs. decentralization