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Power Distribution or Delegation is
the assignment of responsibility or
authority to another person (normally
from a manager to a subordinate) tocarry out specific activities. It is one
of the core concepts of management
leadership. However, the person who
delegated the work remains
accountable for the outcome of thedelegated work. Delegation
empowers a subordinate to make
decisions, i.e. it is a shift of decision-
making authority from oneorganizational level to a lower one.
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Delegating is a major
element of the directing
function of nursing
administration. Nurse
managers get work done
through their employees.
Nurse Managers need to beable to delegate some of
their own duties, tasks and
responsibilities as a solution
to overwork, which leads tostress, anger and
aggregation.
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Delegation is
assignment to another
person of authority andresponsibility to carry
out specific activities.
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Delegation, if properlydone, is notabdication. Theopposite of effective
delegation ismicromanagement,where a manager
provides too much
input, direction, andreview of delegatedwork. In general,delegation is good andcan save money and
time, help in buildingskills, and motivatepeople.
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Poor delegation, on the
other hand, might cause
frustration and confusionto all the involved
parties. Some agents
however do not favour adelegation and consider
the power of making a
decision rather
burdensome.
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1. It frees up time for planning and
organizing.
2. It helps you learn how to manage
and develop employees.3. It keeps you from spreading yourself
too thin.
4. It encourages open communication
and trust.5. It can show you a better way.
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1. Delegation will benefit
your team, your
department, and your
organization.
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Allocation of duties
Delegation of authority
Assignment of responsibility
Creation of accountability
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1. Delegate the whole job whenever possible
2. Avoid upward delegation
3. Always have progress check points
4. Dont delegate if you dont know about the task5. Dont delegate task that requires confidentiality
or sensitive issues
6. Understand & assess the task
7. Clarify objectives
8. Understand Concerns, feelings & suggestions9. Decide & Agree on Goal
10.Get involved
11.Review
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1. Routine tasks.
2. Interesting tasks.
3. Tasks others could do better.
4. Tasks others might enjoy.
5. Tasks good for the development of your teammates.
6. Whole tasks.7. Time-consuming tasks.
8. Tasks for which you are not responsible.
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1. Do not delegate the power to discipline.
2. Financial Management decision.
3. Decisions on overall operating problems.
4. Confidential matters.
5. Praise or reprimand.
6. Planning the development of your team.
7. Tasks for which you are responsible.
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Human resource management(HRM, or simply HR) is a functionin organizations designed tomaximize employee performance in
service of their employers strategicobjectives. HR is primarilyconcerned with how people aremanaged within organizations,focusing on policies and systems.HR departments and units inorganizations are typicallyresponsible for a number ofactivities, including employeerecruitment, training anddevelopment, performance
appraisal, and rewarding (e.g.,managing pay and benefit systems).HR is also concerned with industrialrelations, that is, the balancing oforganizational practices withregulations arising from collective
bargaining and governmental laws.
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Is a science drawing fromtheories and principles ofmanagement and disciplines.It is also an art being highlyindividual process elicitinghuman behavioral skills.
It is a function within anorganization that focuses onrecruitment of, managementof, and providing directionfor people who work in theorganization. It can also beperformed by line managers.
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Job descriptionoutline of the
role
of the job holder Person specificationoutline
of the skills and qualities
required
of the post holder
Applicants may demonstrate
their suitability through
application form, letter orcurriculum vitae (CV)
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The process of assessing
candidates and appointing a
post holder
Applicants short listed
most suitable candidates
selected
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Interviewmost common method
Psychometric testingassessing the
personality of the applicantswill
they fit in?
Aptitude testingassessing the skills
of applicants
In-tray exerciseactivity based
around what the applicant will be
doing, e.g. writing a letter to a
disgruntled customer
Presentationlooking for different
skillsas well as the ideas of the candidate
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Increasingly importantaspect of the HRM role
Wide rangeof areas for attention
Adds to the cost of thebusiness
Crucial aspectsof employment legislation:
Race
Gender
Disability
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Wide range of procedures and steps
in dealing with workplace conflict
Informal meetings Formal meetings
Verbal warnings
Written warnings
Grievance procedures
Working with external agencies
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Developing the employee
can be regarded as investing
in a valuable asset
A source of motivation
A source of helping the
employee fulfil potential
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Similar to development:
Provides new skills for theemployee
Keeps the employee up todatewith changes in the field
Aims to improve
efficiency Can be external or in-
house
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The system of pay and
benefits used by the firm to
reward workers Money not the only method
Fringe benefits
Flexibility at work
Holidays, etc.
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Measuring performance:
How to value the workers
contribution
Difficulty in measuring some
types of outputespecially in the
service industry
Appraisal
Meant to be non-judgmental
Involves the worker and a
nominated appraiser
Agreeing strengths,
weaknesses and ways forward
to help both employee and
organisation
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Reconfigures components of an organizationto increase efficiency and effectivenessincluding any alterations in people, structure,or technology
Typically, the concept of organizational
change is in regard to organization-widechange, as opposed to smaller changes such asadding a new person, modifying a program,etc. Example:
Change in mission
Restucturing operation
Restructuring to self managed teams layoffs, etc
New technologies
Major collaborations
New Programs such as Total Quality
Management Re-Engineering
Often this terms designates a fundamental andRadical reorientation in the way theorganization perates.
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Specifically, an organization wideChange, is often difficult to accomplish
because not only are people cynical ofChange, they are also afraid of it. Many
doubt the effectiveness of strategiesaiming at major Changes. Often,organization wide Changes are stalled
because of conflicting goals within theorganization. A certain move, for
instance, could require moreinvestment in terms of resourceswhereas the company may be on anausterity drive, fanatically cutting costs.Another important factor is the culturalshift that such a Change warrants, interms of what the employees value andconsider as correct or best.
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Many people think things arealready just fine and don'tunderstand the need for change.
Often there are conflicting goalsin the organization e.g. toincrease resources to accomplishthe change yet concurrently cut
costs to remain viable. Organizational-wide change
often goes against the very valuesheld dear by members in the
organization, that is, the changemay go against how membersbelieve things should be done.
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Winning change must engage topmanagement, as well as the board andchief executive. Typically there's an agentwho originally instigate the change by
being creative, persuasive and consistent.A change agent role is usually responsibleto translate the vision to a sensible planand carry out the plan.
Change is frequently best carried out as a
team-wide attempt. The best approach to address resistances
is from side to side increased andcontinued communications and education.For example, the leader should meet with
all managers and employees to explainreason for the change, how it usually willbe carried out and where others can go forsupplementary information. A planshould be developed and communicate
1 C id i l E th lt t i
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1. Consider using a counselor. Ensure the consultant ishighly knowledgeable in organization-wide change.Ask to see reference and check the references.
2. Widely communicate the possible need for change.Communicate what you're doing about it.Communicate what was done and how it work out.
3. Get as much advice as sensible from employees,including what they think are the problems and whatshould be done to determine them. If possible, workwith a team of employees to manage the change.
4. Don't get wrap up in doing change for the sake ofchange. Know why you're making the change. Whatgoal do you hope to achieve?
5. Plan the change. How do you plan to get to the goals,what will you need to reach the goals, how extendedmight it take and how will you know when you'vereach your goals or not? Focus on the coordination ofthe departments/programs in your organization, not oneach part by itself. Have someone in charge of theplan.
6 End up having every employee in the end exposure to one
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6. End up having every employee in the end exposure to oneperson, if possible, and they should know who that beingis. Job images are often complained about, but they areuseful in specifying who reports to whom.
7. Delegate decision to workers as much as possible. This
includes yielding them the power and responsibility to getthe job done. As much as possible, let them decide how todo the project.
8. The process won't be an it will take longer than you think.
9. Keep perspective. Keep listening carefully on meeting theneeds of your consumer or clients.
10. Take care of yourself first. Organization-wide change canbe extremely stressful.
11. Don't look for to control change, but rather to expect it,appreciate it and manage it.
12. Include conclusion in the plan. Recognize and celebrateyour accomplishments.
13. Read some resources about organizational change, as well
as new forms and structures.
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