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8/2/2019 Central Tasks in Directing
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Central Tasks In DirectingJo-Anne D. Lim, RN
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AccountabilityThe more you controlpeople, the less accountable& responsible they become.
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Accountability
Every employee/manager is accountable for thejob assigned to him. He is supposed to completethe job as per the expectations and inform hissuperior accordingly. Accountability is theliability created for the use of authority. It is the
answerability for performance of the assignedduties.
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According, to McFarland, "accountability is theobligation of an individual to report formally tohis superior about the work he has done todischarge the responsibility
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ResponsinbilityWhatever happens, takeresponsibility.
Tony Robbins
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Responsibility
Responsibility indicates the duty assigned to aposition. The person holding the position has toperform the duty assigned. It is hisresponsibility. The term responsibilityis oftenreferred to as an obligation to perform a
particular task assigned to a subordinate. In anorganization, responsibility is the duty as per theguidelines issued.
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According to Davis, "Responsibility is anobligation of individual to perform assigned
duties to the best of his ability under thedirection of his executive leader." In the wordsof Theo Haimann, "Responsibility is theobligation of a subordinate to perform the duty
as required by his superior. McFarland defines responsibility as "the duties
and activities assigned to a position or anexecutive.
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Characteristics of Responsibility
The essence of responsibility is the obligation of asubordinate to perform the duty assigned.
It always originates from the superior-subordinaterelationship. Normally, responsibility moves upwards, whereas
authority flows downwards. Responsibility is in the form of a continuing obligation.
Responsibility cannot be delegated The person accepting responsibility is accountable for
the performance of assigned duties. It is hard to conceive responsibility without authority.
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Ahty
All authoritybelongs to thepeople
Thomas Jefferson
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Authority
Authority is the right power or assigned to anexecutive or a manager in order to achieve certain
organizational objectives. According to Henri Fayol, "Authority is the right to
give orders and the power to exact obedience.
According to Mooney and Reily, "Authority is the
principle at the root of Organisation and soimportant that it is impossible to conceive of anOrganisation at all unless some person or personsare in a position to require action of others.
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AUTHORITY, RESPONSIBILITY &ACCOUNTABILITY AREINTER-RELATED
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They need proper consideration whileintroducing delegation of authority within anOrganisation. In the process of delegation, thesuperior transfers his duties/responsibilities tohis subordinate and also give necessaryauthority for performing the responsibilities
assigned. At the same time, the superior isaccountable for the performance of hissubordinate.
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Assignment & Assignment-Making
Great ability develops
and reveals itselfincreasingly with everynewassignment.
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Assignment Making
The education, skill, knowledge, and judgmentlevels of the personnel being assigned to a task
must be relative to the assignment.
The expected outcome of the assignment, time
frame for completion, and any limitations on theassignment should be specified when theassignment is made.
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Delegation means directing the performance ofone or more people to accomplish organizational
goals.
It provides learning or stretching opportunitiesfor subordinates.
Increases power. It is a managerial tool for subordinate
accomplishment and enrichment.
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Fot nurses,delegating isnot an option,
but a necessity.
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DIRECT DELEGATION VS. INDIRECT DELEGATION
Direct
Verbal Direction regarding
-Activity
-Task
in a specific nursing care
situation.
Indirect
is done using an approvedlisting of activities or tasks thathave been established in thepolicies and procedures of thehealth care institution or
facility.
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DO NOT CONFUSEDELEGATIONWITHSUPERVISION!!!
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OVERDELEGATING
Poor managers of time who spend too muchtime trying to get organized.
Insecurity in the ability of others.
Beyond the capability of the person orsomething that the manager should do.
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Cause of Improperly Delegating:Wrong time,to the wrongperson, or for
the wrongreason.
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Reminder:
Managers should ask individuals to whom
they are delegating if they are capable ofcompleting the delegated task, but shouldalso validate this perception by DIRECTOBSERVATION.
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The Benefits of Delegation are:
1- Delegation encourages the initiative ofsubordinates and creates room for them to grow.
2- It frees managers for other priorities,including planning, organizing and directing.
3- Controlling the organization itself.
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In making a decision to delegate
nursing activities the following fivefactors can be assessed: 1. Potential for harm.
2. Complexity of the nursing activity.
3. Required problem solving and innovation.
4. Predictability of outcomes.
5. Extent of client interaction.
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Five rights of Delegation:
1. Right task.
2. Right person.
3. Right circumstance.
4. Right direction/communication.
5. Right supervision.
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BARER
Barriers to delegation in the
delegator
Barrier on the part of delegatee
Barriers in the situation
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Barriers to delegation in the delegator
Lack of confidence and trust in subordinates.
The belief that the manager himself can do it
only. Low self confidence, insecurity, fear that
subordinate might subsequently jeopardize hisposition.
Prestige and power consciousness.
Lack of skills in communication.
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Overcoming this barrier:
The delegator must accept that part of hisactivity is done by others.
The delegator emphasizes that the behavior ofpeople is the key to productivity and successdepends on motivated and skilled employee who
are committed to organizational objectives. Recognize what are the causes that prevent
delegation.
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Delegation is...
Two way relation A continuing process Giving authority to
subordinates Letting subordinates use
personal initiative Premitting subordinate to
control
Encouraging initiative andteamwork Giving coaching
Delegation is not...
A relation from higher tolower
Something we do only
once Using authority Taking decisions for
subordinates Distributing workloads
only Controlling subordinate Passing one's
responsibilities on others Directing
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The delegator needs to
be sufficiently aware
of the personal
strength, weakness
and capabilities of
the delegatee.
- Delegation require
critical thinking and
sound clinical decisionmaking, it increase
rather than decrease
nurses responsibilities
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CHEERS TO THE FREAKINWEEKEND!!!