chapter 26 1

Chapter 26Chapter 26

Delegation: An Art of Professional Delegation: An Art of Professional PracticePractice

Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.

22Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc.

ObjectivesObjectives

Define delegation and its component parts.Define delegation and its component parts. Evaluate how tasks and relationships Evaluate how tasks and relationships

influence delegation to a specific individual.influence delegation to a specific individual. Comprehend the legal authority for a Comprehend the legal authority for a

registered nurse to delegate.registered nurse to delegate. Value the complexity of decision making Value the complexity of decision making

related to delegation.related to delegation.


DelegationDelegation

Achieving performance of care Achieving performance of care outcomesoutcomes for for which you are which you are accountableaccountable and and responsibleresponsible by by sharingsharing activities with other individuals activities with other individuals who have the appropriate who have the appropriate authorityauthority to to accomplish the workaccomplish the work


Delegation: Exploring the Delegation: Exploring the DefinitionDefinition

Achieving outcomesAchieving outcomes Delegator vs. delegateeDelegator vs. delegatee Authority vs. responsibilityAuthority vs. responsibility


Delegation: Exploring the Definition Delegation: Exploring the Definition (cont’d)(cont’d)

Assignment vs. delegationAssignment vs. delegation AccountabilityAccountability


Organizational AccountabilityOrganizational Accountability

Making solid decisions depends on how well Making solid decisions depends on how well the organization provides adequate the organization provides adequate resources, including appropriate staffing.resources, including appropriate staffing.


Delegation: Exploring the DefinitionDelegation: Exploring the Definition

Sharing activitiesSharing activities Span of controlSpan of control


What You Need to Know About What You Need to Know About DelegationDelegation

Why to do itWhy to do it When to use it When to use it Whom to delegate toWhom to delegate to How to do it How to do it What to consider in delegationWhat to consider in delegation


Why Delegate?Why Delegate?


When to Use ItWhen to Use It

Sometimes the need to use delegation is Sometimes the need to use delegation is obvious.obvious.

Other times, the need to use delegation is not Other times, the need to use delegation is not so obvious.so obvious.


Whom to Delegate toWhom to Delegate to

Licensed practical/vocational nursesLicensed practical/vocational nurses(LPNs/LVNs)(LPNs/LVNs)

Unlicensed nursing personnelUnlicensed nursing personnel(UNP): nurse aides, orderlies, patient care (UNP): nurse aides, orderlies, patient care assistants, unit clerksassistants, unit clerks


Who Are They?Who Are They?

Know what the organizational policy says.Know what the organizational policy says. Know what the position descriptions say.Know what the position descriptions say. Know how the individuals perform.Know how the individuals perform.


Who Are They? Who Are They? (cont’d)(cont’d)

Know what else an individual is responsible Know what else an individual is responsible for.for.

Know an individual’s knowledge, skill, and Know an individual’s knowledge, skill, and attitude about specific tasks.attitude about specific tasks.


How to DelegateHow to Delegate

The approach to delegation depends on The approach to delegation depends on whether an individual is assigned to work whether an individual is assigned to work with you or whether an individual is with you or whether an individual is working with a group.working with a group.


How to Delegate How to Delegate (cont’d)(cont’d)

State the name and room number of the State the name and room number of the patient for whom you are making an patient for whom you are making an assignment.assignment.

State what task is to be performed and State what task is to be performed and validate that the delegatee is able to perform validate that the delegatee is able to perform this without supervision.this without supervision.


How to Delegate How to Delegate (cont’d)(cont’d)

Provide timelines (when, time range, Provide timelines (when, time range, frequency).frequency).

Detail any specific approach to be used.Detail any specific approach to be used. Set reporting parameters (when, how often, Set reporting parameters (when, how often,

under what circumstances).under what circumstances).


What to Consider in DelegationWhat to Consider in Delegation

How long the person has worked with the How long the person has worked with the specific patient populationspecific patient population

Whether this person is an organizational Whether this person is an organizational employee or a contracted employeeemployee or a contracted employee

What is happening in the larger context of the What is happening in the larger context of the person’s lifeperson’s life

Whether delegation is safe for the patientWhether delegation is safe for the patient


Delegation:Delegation:Getting to the Right AnswersGetting to the Right Answers

The right taskThe right task The right circumstancesThe right circumstances The right personThe right person


Delegation:Delegation:Getting to the Right Answers Getting to the Right Answers

(cont’d)(cont’d) The right direction/communicationThe right direction/communication The right supervisionThe right supervision


The Context of the OrganizationThe Context of the Organization

Examples include:Examples include: Hospital ICUHospital ICU Community clinicCommunity clinic Rural hospitalRural hospital Large healthcare organizationLarge healthcare organization


Delegation IsDelegation Is

A way to expand your available talentsA way to expand your available talents A way to ensure presence for the patientA way to ensure presence for the patient A challenge to assure adequate performance A challenge to assure adequate performance

of skills by the delegateeof skills by the delegatee A time-consuming AND time-saving strategyA time-consuming AND time-saving strategy

chapter 26 1

Documents