Exam #2: Delegation Flashcards Preview

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Flashcards in Exam #2: Delegation Deck (23):

Definitions of Deligation

-Getting work done through others
-Directing the performance of one or more people to accomplish organizational goals
-Giving someone else the authority to complete a task or action on your behalf
-Transfer or hand-off to a competent individual, the authority to perform a task/activity in a specific setting/situation


Strategies for Successful Delegation

-Plan ahead.
-Identify necessary skill and education levels to complete the delegated task.
-Select capable personnel.
-Communicate goals clearly.
-Empower the delegate.
-Set deadlines and monitor progress.
-Monitor the role and provide guidance.
-Evaluate performance.
-Reward accomplishment.


State NPA Essential Elements Regarding Delegation

-State’s NPA definition of delegation
-Items that cannot be delegated
-Items that cannot be routinely delegated
-Guidelines for RNs about tasks that can be delegated
-Description of professional nursing practice
-Description of LVN/LPN nursing practice and unlicensed nursing roles
-Degree of supervision required to complete a task
-The guidelines for lowering delegation risks
-Warnings about inappropriate delegation
-If there is a restricted use of the word “nurse” to licensed staff


Common Delegation Errors

-Improper delegating


Causes of Underdelegating

-Fear that delegation may be interpreted as a lack of ability to do the job completely or correctly
-A desire to complete the whole job himself or herself
-Fear that subordinates will resent delegated work
-Lack of experience in the job or with delegation, or the need to control or be perfect
-Enjoyment of the work


Causes of Overdelegating

-Poor management of time; spending too much time trying to get organized
-Insecurity in the ability to perform a task


Causes of Improperly Delegating

-Wrong time, to the wrong person, or for the wrong reason
-Beyond the capability of the person, or something the manager should do
-Decision making without providing adequate information


What are the five rights of delegation?

1. Right task (one that is delegable for a specific patient)
2. Right circumstances (appropriate patient setting, available resources and other relevant factors considered)
3. Right person (right person is delegating the right tasks to the right person to be performed on the right person)
4. Right direction/communication (clear, concise descriptions of the task, including its objective, limits, and expectations)
5. Right levels of supervision (appropriate monitoring, evaluation, intervention, as needed, and feedback)


Rules of Delegation

-Always delegate to the right person, at the right time, and for the right reason.
-Say no when you must.
-Reward subordinates for jobs well done.


Tell whether the statement is true or false:
It is always a bad idea to decline when one delegates a
task to you in a professional setting.

A. True
B. False

B. False

Rationale: There are occasions when it is advisable to say no to a delegated task (e.g., if taking on the task would compromise your ability to perform other necessary aspects of your job).


Tell whether the statement is true or false:
One drawback of delegation is that it diminishes one’s

A. True
B. False

B. False

Rationale: Delegating tasks actually increases
the supervisor’s power.


Clear Communication and Delegation

-Define the task clearly.
-Delineate end results, time frame, and standards.
-Delegate the objective, not the procedure.


Delegation as a Function of Professional Nursing

-Organizations must have a clearly defined structure where RNs are recognized as the leaders.
-Job descriptions must clearly define the roles and responsibilities of all.
-Educational programs must be developed to help personnel learn roles and responsibilities of each other’s roles.
-Adequate programs must be developed to foster leadership and delegation.


Types of UAP and NAP

-Nurse extenders
-Care partners
-Nurse’s aides


In assigning task to NAP, the RN must be aware of

The job description, knowledge base and demonstrated skills of each person


“Satisficing” Versus Maximizing Mode

If the delegator requires a higher quality than “satisficing,” this must be made clear at the time of the delegation. Not everything that is delegated needs to be handled in a maximizing mode.


Monitoring Delegated Tasks

-Managers should ask the individuals to whom they are delegating if they are capable of completing the delegated task but should also validate this perception by direct observation.
-Monitoring delegated tasks keeps the delegated task before the subordinate and the manager so that both share accountability for its completion.


Tell whether the statement is true or false:
The one prerequisite for delegating is to ask someone if he or she is capable of performing a given task.

A. True
B. False

B. False

Rationale: In addition to asking the employee, the employee’s ability should be validated by observation on the part of the supervisor.


Most common causes of resistance to delegation

0One of the most common causes of subordinate resistance to, or refusal of, delegated tasks is the failure of the delegator to see the subordinate’s perspective.
-Resistance to delegation may also occur when tasks are overdelegated in terms of specificity.


What are some common causes for resistance
to delegation? (Select all that apply.)

A. Failure of the supervisor to sympathize with the employee
B. Delegated tasks are laid out in too much detail
C. Fear of doing the task poorly

A. Failure of the supervisor to sympathize with employee


B. Delegated tasks are laid out in too much detail

Rationale: Resistance to delegation is most common when a worker feels that the supervisor does not understand his or her point of view, or when tasks are overdelegated in terms of specificity.


Potential Costs of Delegating to Unlicensed Assistive Personal (UAP)

-Liability for negligence
-Issues for task delegation:
-Job description
-Knowledge base
-Demonstrated skills
-Responsibility for patient outcomes


Elements Affecting Delegation to a Transcultural work Team

-Social organization
-Environmental control
-Biologic variations


Which is not one of the cultural phenomena to be considered with a culturally diverse staff?

A. Time
B. Space
C. Biologic variations
D. Religion
E. Social organization

D. Religion

Rationale: Although religion may influence other factors, it is not one of the six phenomena that Davidhizar and Giger name.