Central Tasks in Directing

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
http://www.brainyquote.com/quotes/quotes/t/tonyrobbin147801.htmlhttp://www.brainyquote.com/quotes/quotes/t/tonyrobbin147801.html


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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
http://thinkexist.com/quotation/all_authority_belongs_to_the/172170.htmlhttp://thinkexist.com/quotation/all_authority_belongs_to_the/172170.htmlhttp://thinkexist.com/quotation/all_authority_belongs_to_the/172170.htmlhttp://thinkexist.com/quotation/all_authority_belongs_to_the/172170.htmlhttp://thinkexist.com/quotation/all_authority_belongs_to_the/172170.htmlhttp://thinkexist.com/quotation/all_authority_belongs_to_the/172170.html


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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.
http://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.htmlhttp://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.htmlhttp://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.htmlhttp://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.htmlhttp://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.htmlhttp://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.htmlhttp://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.htmlhttp://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.htmlhttp://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.htmlhttp://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.htmlhttp://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.htmlhttp://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.htmlhttp://thinkexist.com/quotation/great_ability_develops_and_reveals_itself/145539.html


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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!!!

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Central Tasks in Directing