1. University of Jordan Faculty of nursing Management & leadership in nursing
Presented by : -Hanan shteiwi -Hasna ashkar

2. Outline
-Objective -Definition -Introductio -Reasons for delegating -Rights for delegation -Effective delegation (steps) -Delegation errors

3. Outline
-Leadership roles and management functions -Summary -Conclusion -Reference

4. Objective
At the end of this seminar the students will be able to : - Define the delegatin - Mention reasons for delegation - Identify the rights of delegation - Identify the errors of delegation -Identify delegation steps

5. Introduction
To meet the public's increasing need for accessible, affordable, quality health care, providers of health care must maximize the utilization of every health care worker and ensure appropriate delegation of responsibilities and tasks.
Nurses, who are uniquely qualified for promoting the health of the whole person by virtue of their education and experience, must be actively involved in making health care policies and decisions; they must coordinate and supervise the delivery of nursing care, including the delegation of nursing tasks to others.

6. Definition
Delegation : Getting work done through others or as directing the performance of one or more people to accomplish organizational goals.

7. Definition Delegator : the person making the delegation .
Delegatee : the person receiving the delegation .
**Delegator is a source and delegatee is a target.

8. Accountability: being responsible and answerable for actions or inactions of self or others in in the context of gelegation. Authority: occurs when a person who has been given the right to delegate , based on the state nurse practice act , also has the official power from an agency to delegate .

9. Reasons of delegation
There are many good reasons for delegating:- 1- Managers must delegate routine tasks, so they are free to handle problems that are more complex or require a higher level of expertise. 2- Delegation can also be used to provide learning or “stretching” opportunities for subordinates.

10. Reasons of delegation
3- Subordinates who are not delegated enough responsibility may become bored, nonproductive, and ineffective.
4-Enhanced Employee Confidence.
5- Increased RN responsibilities in the management of the nursing unit/organization.

11. ** The delegating process lead to employees’ personal and professional development.**

12. Components of delegation
1-Delegator . 2-Delegatee . 3-Task. 4-client .

13. Rights of delegation
1. Right task One that is delegable for a specific patient . 2. Right circumstances Appropriate patient setting, available resources, and other relevant factors considered .

14. 3. Right person Right person is delegating the right task to the right person to be performed on the right person. 4. Right direction/communication Clear, concise description of the task, including its objective, limits, and expectations. 5. Right level of supervision Appropriate monitoring, evaluation, intervention, as needed, and feedback.

15. Effective delegation

16. Effective delegation steps :
1- Plan ahead when identifying tasks to be accomplished. 2- Identify the skill or educational level neccessary to complete the job. 3- Identify the person best able to complete the job in terms of capability and freedom of time to do so. It also is important that the person to whom the task is being delegated considers it important.

17. Effective delegation steps :
4- Clearly communicate exactly what is to be done, including the purpose for doing so. Include any limitations or qualifications that have been imposed. Although managers should specify the end product desired, it is important to allow the subordinate feedback and an approriate degree of autonomy in deciding exactly how the work can be accomplished. Delegation is useless if the manager is unwilling to allow divergence in problem solving and thus redoes all work that has been delegated.

18. Effective delegation steps :
5- Delegate the authority and the responsibilty neccesary to complete the task. Managers should encourage employees to attempt to solve problems themselves, however, the employee should be encouraged to ask questions about the task or to clarify the desired outcome.

19. Effective delegation steps :
6- Set time lines, and monitor how the task is being accomplished, this may be done through informal but regularly schedualed meetings. This shows an interest on the part of the manager, provides for a periodic review of progress, and encourages ongoing communicationto clarify any questions or misconceptions.

20. Effective delegation steps :
In addition, this monitoring keeps the delegated task before the subordinate and the manager, and both share accountability for its completion. Responsibility is shared when a task is delegated. Although the final responsibility belongs to the manager, the subordinate doing the task accepts responsibility for completing it appropriately and is accountable to the manager.

21. Effective delegation steps :
7- If the subordinate is having difficulty carrying out the delegated task, be available as a role model and resource in helping identify alternative solutions. Convey a feeling of confidence and encouragement. Reassuming the delegated task should be a manager's last resot because this action fosters a sense of failure in the employee and demotivates rather than motivates. The manager also may need to delegate work previously assigned to an employee so the employee has time to do the newly assignes task.

22. Effective delegation steps :
8-Evaluate the subordinate's performance after the task has been completed. Include positive and negative aspects of how the person has completed the task. Hanstenand Washburn suggest that this evaluation feedback step is so critical that when it is not done, subordinates will actualy make assumptions about the delegators perception of their work in an effort to close the feedback loop. Without this feedback, delegators and subordinates are unable to have a solid working relationship.

23. Effective delegation steps :
9- Be sure to reward appropriately a successfully completed task.

24. Delegation errors
1- Underdelegating. 2- Overdelegating. 3- Improperly delegating.

25. 1- Underdelegating
1. The individual’s false assumption that delegation may be interpreted as a lack of ability on his or her part to do the job correctly or completely. 2. The individual’s desire to complete the whole job personally due to a lack of trust in the subordinates; some nurses believe that he or she needs the experience or that he or she can do it better and faster than anyone else.

26. 3. Nurses also may underdelegate because they lack experience in the job or in delegation itself. 4. Fear that subordinates will resent having work delegated to them. 5. Managers lack experience in the job or in delegation itself or because they have an excessive need to control or be perfect.

27. 2- Overdelegating
1- Some managers overdelegate because they are poor managers of time, spending most of it just trying to get organized. 2- Others overdelegate because they feel insecure in their ability to perform a task.

28. Staff should always have the right to refuse a delegated task
* Staff should always have the right to refuse a delegated task. * Managers also must be careful not to overdelegate to exceptionally competent employees, because they may become overworked and tired, which can decrease their productivity.

29. 3- Improperly delegating
1- Delegating at the wrong time, to the wrong person, or for the wrong reason, it also may include delegating tasks and responsibilities that are beyond the capability of the person to whom they are being delegated or that should be done by someone with greater expertise, training, or authority.

30. 2- Delegating decision making without providing adequate information
2- Delegating decision making without providing adequate information. 3- Incomplete delegation , occur when management divides a problem and assigns part of it to one department and part to onther .

31. Leadership roles and management functions associated with delegation

32. Leadership roles
1- Functions as a role model, supporter, and resource person in delegating tasks to subordinates. 2- Encourages followers to use delegation as a time management strategy and teambuilding tool. 3- Assisst followers in identifying situations approprite for delegation.

33. Leadership roles
4- Communicates clearly and assertively in delegating tasks. 5- Maintains patient safety as a minimum criterionin determining the most appropriate person to carry out a delegated task.

34. Management functions
1- Creats job descriptions/scope of practice statements for all personnel, including UAP, that conform to national, state, and professional recomendations for ensuring safe patient care. 2- Accurately assesses subordinates capabilities and motivation when delegating.

35. Management functions
3- Delegates a level of authority necessary to complete delegated tasks. 4- Develops and implements a periodic review process for all delegated tasks. 5- Provides recognition or reward for the completion of delegated tasks.

36. Summary
* Delegation is not an option for the manager, it is necessity. * Frequent mistakes in delegating include: underdelegating, overdelegating, and improper delegation. * Right task, person, circumstances, communication, and right level of supervision.

37. Conclusion
All staff need to be aware of the importance of delegation and how it should be performed correctly. Effective delegation will not only give you more time to work on your important oppor-tunities,but you will also help others on your team learn new skills.

38. Referance
- Marquis, B.L., & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and application (3th Ed.). Philadelphia: Lippincott Williams & Wilkins Pages( ).