Power Distribution and Authority

8/12/2019 Power Distribution and Authority

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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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Power Distribution and Authority