Employment and Delegation

Delegation is widely acknowledged to be an essential element of effective management (Yukl, G. 1994). Delegation is basically a process of assigning responsibility, sharing authority, and producing accountability in organizations. It is a managerial instrument that allows managers to nurture subordinates to capitalize the subordinate’s potential and ability to meet organizational goals and objectives. As a form of employee involvement in decision-making, delegation describes a category of leader behavior that entails assignment of new responsibilities to subordinates and additional authority to carry them out (Yukl, G. 1998). Managers usually find it easier to speak about delegation of

Delegation can save money and time, help in building skills, and motivate people. Poor delegation, on the other hand, might cause frustration and confusion to all the involved parties.

Delegation is a formal process through which a regulated health professional (delegator) who has the authority and competence to perform a procedure under one of the controlled acts delegates the performance of that procedure to another individual (delegatee) (College of Nurses of Ontario, 2014).

Delegation of authority is the act of assigning powers or authority to another entity. In this paper, I will summarize a situation where I experienced delegation of authority, and explain how it correlates to the content of Chapter Six, (Bagley & Savage, 2010).

• 29. You must establish that anyone you delegate to is able to carry out your instructions

Knowledge, skill, and independent decision making. The purpose of delegation was put into perspective when Corazzini et al.

Micromanagement behavior can be very disruptive to the organization. Quite frequently the employees must take the initiative to take back their territory. Chambers (2006) gives several suggestions on how to do this. First, the employee can take the information initiative by finding out what data the manager needs to feel confident, then provide it ahead of time. The employee can also communicate progress on priority projects which illustrates awareness and timeliness. Stay clear on expectations by using a trail of memos or emails. Communication is vital as priorities shift, and it is very important to beat deadlines if possible. Exhibiting proactive behavior is key, and sometimes it may be better to ask for forgiveness than permission. This situation is where an employee can put a

Looking through the delegation checklist, I would say I under delegate. I do recognize that I assume the responsibility of the outcome of the delegated assignments, which is why I hesitate to have someone else do it. I really need to trust my assistants to do the work that I am responsible for. I do feel I acknowledge my staff when I follow up with feedback to the delegated tasks. I feel I am approachable so the assistants are not afraid to ask questions. I do delegate novice RNs to do task to help them gain better skills and always offer myself as a resource for help.

Delegation in nursing comes under an umbrella of patient care management. A nurse will find it impossible to provide safe, effective care for her patients without some help from others. Delegation means to entrust (a task or responsibility) to someone else, typically one who is in a position of lesser responsibility than oneself. Objectives Use of the five delegation rights as a guide for safe and effective patient care.

3. Allow all employees to participate in decision-making processes and to understand their jobs better

Having chosen a highly qualified employee with credible skills and competence, I will be more than convinced that she will be in a position to execute the plan. The development level of the worker is level D, which represents high competence accompanied by high commitment. The leadership style to execute is low supportive and low directive style. The action to be taken is action A where the worker is assigned the project while letting her determine how to accomplish it (The Ken Blanchard Companies, 2008).

“Micromanagers are managers or supervisors who exercise a high degree of scrutiny of, control over and participation in the work of those they manage” (Geisler, 2009). Managers usually micromanage when they feel unsure or self-doubting. They feel the need to keep tabs on all their employees for even the smallest things because of various reasons. When managers are being blamed to be micromanagers, they

This paper will attempt to show what skills are necessary for effective delegation, and how the managers of the author 's organization uses delegation in his or her management responsibilities. The paper will also attempt to show how delegation could be used more effectively within the four functions of management in that same organization. Through delegation managers combine task responsibilities and the authority needed to carry out tasks in the organization. The author will also discuss some advantages of delegation as well as the issue of poor delegation.

The company can increase employee responsibility through delegation. If they are responsible for a task a person is more likely to ensure that it gets done and done well, even more so if the task contributes to a team effort and they can expect to receive recognition for their contribution.

Delegation and empowerment involve authority to complete a task or accomplish a goal; they do not assign or transfer responsibility in any way. Management must always take care to remember they are ultimately responsible for tasks they delegate. As tasks are completed the manager must review the delegated work and ensure that it is complete, done properly, and meets your high standards. If you as the manager are satisfied then recognize those who accomplished the task but if it not acceptable then do not accept the work and do it yourself (Mind Tools, 2007). When managers delegate or empower their staff they must clearly articulate the