KEY TERMS: AUTHORITY- legitimate power determined by structure.

COMMUNICATION- giving and receiving information via talk, gestures, writing and others. EXPERT- skillful, having knowledge and training. FEEDBACK- an evaluative response. JOB SATISFACTION- contentment with one's work. MOTIVATION-the process of stimulating an individual to take actions that will accomplished a desired goal. POWER- one's capacity to influence others. REFERENT- a type of power based on identification with a leader and what that leader symbolizes. REWARD-something given in recompense for a good deed.

AREAS TO COSIDER FOR DELEGATION There are five areas to consider for delegation and are as follows: 1. Routine tasks.

Screening mail, preliminary interviewing of job applicants, handling minor scheduling. Problems, activities like these may be parceled out to subordinates when you're not inclined to do them yourself. For example, the nurse manager delegates to a subordinate the preparation of assignment and scheduled of non-nursing personnel. 2. Tasks for which you don't have time.

There's anther group of activities, not necessarily routinary, but of comparatively low priority. When you have time for these, prefer to do them yourself. But when more urgent matters occupy your attention, these may be passsed along to a couple subordinate. For example, the nurse manager delegates to a subordinate to represent her in meetings when she is not able to attend. 3. Problem-solving.

Some executives properly turn over a problem situation to a subordinate. This is usually of a low or medium priority area; and actually there may be one (or more) of your subordinatees with a particular knowledge or skill in the area that qualifies him to take on the task. In addition, she will be motivated to give it special attention, since it will represent a challenge. To exempplify attention, since it will represent a challenge. To exemplify this area, the nurse manager may delegate to a subordinate who has training and experience in conducting research, the task of finding out why there is too much infection on post- operative wounds of patients in the surgical ward. 4. Change in your own job emphasis.

For the average executive, job content changes over the years, slowly in some cases, rapidly in others. As executives become aware of these changes in emphasis, they understand that new elements in their activity require more of their time. To make the time, the executive must, as a practical matter, delegate old aspects of his responsibility to subordinates. A nurse manager delegates thetassk of preparing the yearly budget for the unit, a task she has been doing fora long time. Relinquishing the responsibilty will give hr mre for other challenging tasks. 5. Capability building.

Delegation may be used to increase the capability of individual subordinates. Properly managed, delegation becomes the means by which you train and develop the skills of subordinates. A nurse manager assigns subordinates to act as team leader in the unit. AREAS NOT TO BE DELEGATED There are some responsibilities that may not be delegated, such as the following: 1. The poweer to discipline. This is the backbone of executive authority.

2.

Responsibilty for maintaining morale.

You may call upon others to help carry out assignments that will improve morale. Yu cannot ask anybody else to maintain it. 3. Overall control.

No matter how extensive are the delegation, ultimate responsibility for final performance rests on the manager. 4. The Hot Potato Don't ever make the mistake of passing one along just take yourself off the spot. 5. 6. Authority to sign your name in never delegated. The opportunity t say feww words to your subordinates is not delegated.

BARRIERS TO DELEGATION Oftentimes, managers are reluctant to delegate. Some of the reasons are as follows: 1. Lack of ability to direct.

The manager must be able to communicate to the staff, often in advance, what is to be done. This means that the manager must; a. b. c. think ahead and visualize the work situation. formulate objectives and general plan of action. communicate both to the assistants.

In the essence, the manager must identify and communicate the essential features of the long-range plans. 2. Absence of controls that warns impendong difficulties.

Care must be taken that the control system does not undetermine the very essence of delegation. The nurse manager cannot completely delegate responsibility unless the manager has confidence in the controls. 3. Aversion to taking a risk.

The manager may be handicapped by a temperamental aversion to taking a risk. The greater the number of subrdinates and the higher the degree of delegation, the more likely it is thatsooner or later there will be trouble. The manager who delegates takes a calculated risk. Over a period of time the manager may expect that the gains from delegation will far offset the troubles that arise.

DELEGATION DO'S AND DONT'S Do's Delegate as simply and directly as possible. Give precise instructions. Illustrate how each delegation applies to organizational goals. Mutually develop standards of performance. Clarify expected results. Anticipates the questions yur employees may have, and answer them in order. Discuss recurring problem. Seek employee ideas about how to do the job. Accentuate the positive rather than the negative. Be supporive. Exhibit trust Recognize superior performance. Keep your promises. Dont's Do not threaten your staff. Effective delegation depends mre on leadership skills than on position power. Do not assume a condescending attitude. Do not merely give answers. Show an emplyee how to do something and why it is done that way. Do not over react to problems. Refrain from criticizing a employee in front of others. Avoid excessive checks on progress. YOU SHOULD REMEMBER Delegation is the process that makes managemnt possible because management is the process of getting results accomplished though others. Understanding the process of delegation involves employing the principles of responsibility, authority and accountability as well as understanding the concept of the chain of command.

Learning Experience Is it difficult for you to delegate to others? If so, do you know why? Are you more apt to underdelegate, overdelegate, or delegate improperly? When was the last time you've delegated on a certain task? Was this delegation successful? What safeguards can you build in to minimize this delegation error? B. MOTIVATION

It is defined as a leadership function aimed to arouse, excite or influence another person to behave in some role or perform some actions the would not ordinarily do. It also refers to some inner drive, impulse, or intention that causes one to act or believe in certain way, or to seek a particular goal. One of the most important tasks of nurse managers in directing is motivating subordinates in the setting. It is commonly assumed that an employee's motivation is related to individual's productivity, job satisfaction and job turnover. Theories of Motivation 1. Maslow's Hierarchy of Needs Abraham Maslow viewed human motivation as a hierarchy of 5 needs as follows: a. PHYSIOLOGICAL needs represents our needs for food, clothing, shelter and other things which are essential to our existence. So long as these needs go unsatisfied, the individual is little concerned with other needs and his effort will be directed toward satisfaction in this are. SAFETY needs. Once the individuals physiological needs are satisfied at least a minimum degree, his domnant needs become safety/security needs. Security needs include physical safety, job tenure, insurance, pension etc. SOCIAL needs (love, affection, belonging). When the individual has minimum satisfaction of his survival and security needs, belongingness like need for love, acceptance, and approval by others become important to him. ESTEEM needs (status, self worth). The individual whose survival, security, and belongingness needs are satisfied in at least a minimum fashion then becomes concerned with esteem needs the need for recognition and status. SELF-ACTUALIZATION needs (self-fulfillment). If the physiological, safety, belongingness, and esteem needs are all satisfied to at lest a minimum degree, the individual's dominant need becomes selffulfillment. This need is the individual's desire to become his best self, to realize his best capabilities to the fullest, to know that he is making his greatest contribution to humanity.

b.

c.

d.

e.

According to Maslow, individuals will be motivated to fulfill whichever need is pre-potent, or most powerful for them at a given time. The prepotency of need depends on the individual's current situation and recent experiences. Starting with the physiological needs which are most basic, each need must be at least partially satisfied before the individual desires to satisfy a need at the next higher level. Maslow's hierarchy is based on 4 premises: a. Only an unsatisfied need can influence behavior, a satisfied need is not a motivator. b. A person's needs are arranged in a priority order of importance.

c. As the person's needs are not on one level, the person advances up to the next level of needs. d. If satisfaction not maintained for at some