3rd-28-3-2015.pptx

Delegation
After completing this lesson you will be able:
Define delegation
Explain delegation steps
Explain barriers of delegation
Differentiate effective and ineffective delegator

12/9/2022 1

Delegation
• The process of transferring the responsibility and authority to
perform a selected task to another member and empowering that
individual to accomplish the task effectively.
• Is the transfer to a competent individual of the task in a selected
situation. The nurse retains accountability for the delegation.
• Is the process of assigning all or part of or one person’s
responsibility to another person or persons.
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Delegation cont….
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Deleg
ation
Authority
Respo
nsibili
ty
Accou
ntabili
ty

Delegation cont….
Delegation steps
1. Decide what to delegate
2. Decide who will do the task
3. Assign responsibility
4. Grant authority
5. Establish accountability
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Delegation cont….
How to be a more effective delegator?
• trust your staff to do a good job
• avoid seeking perfection
• give effective job instructions
• follow up on progress
• praise the efforts of your staff
• don’t wait to the last minute to delegate
• ask questions, expect answers, and assist employees to help them complete the work
assignments as expected.
• provide the resources you would expect if you were doing an assignment yourself.
• delegate to the lowest possible level to make the best possible use of organizational
resources, energy, and knowledge
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Delegation cont….
• Delegation is a process that starts from the point when no freedom of
action for the individual to whom work has been allocated and ends with
full devolution (the individual is completely empowered to carry out the
work)
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Delegation cont….
When to delegate ?
You should delegate when you:
• Away from your regular duty
• have more work than you can carry out yourself;
• cannot allow sufficient time to your priority tasks;
• want to develop a member of your team;
• believe that it will increase someone’s engagement with their job;
• think that the job can be done adequately by the individual or the team to
whom you are delegating.
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Delegation cont….
•Delegated task must be
• Specific
• Measurable
• Agreed
• Realistic
• Time bound
• Ethical
• Recorded
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Delegation cont….
Barriers to Delegating
Barriers in the Delegator
• Preference for operating by oneself
• “I can do it better myself” fallacy
• Lack of experience in the job or in delegating
• Insecurity
• Refusal to allow mistakes
• Lack of confidence in subordinates
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Delegation cont….
Barriers in the Delegate
•Lack of experience
•Lack of competence
•Avoidance of responsibility
•Over dependence on the boss
•Overload of work
•Immersion in trivia
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Delegation cont….
Five rights of delegation
• The right task
• The right circumstance
• The right person
• The right direction and communication
• The right supervision and evaluation
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Delegation cont….
• No one is an island
• You can accomplish a lot more with help
Delegation is not dumping
• Grant authority with responsibility.
• Concrete goal, deadline, and consequences.
• Treat your people well
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12/9/2022 13
UNIT-IV
Organizational Communication

Communication
• Definition
• Types
• Modes
• Components
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Communication
• Exchange of an information, thought and emotion
between individuals or groups within an organization.
Involving Patients
• Paying attention to patient experience plays a major
part in attaining quality in organizations and is at the
heart of everything the NHS strives to achieve.
• The communication of patient experiences to
management teams can provide an valuable insight
into the quality of existing care provision. The gathering
of patient feedback is key to this process.
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Types of Communication
• Verbal
• Oral
• Written
• E-mail
• Nonverbal
• Expression
• Expressive behaviors
• Body language
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Levels of communication
• Interpersonal communication
• Intraorganizational communication
• Interorganizational communication
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Techniques of communication
in organization
1. Downward communication
• Letters, meetings and telephone
• Manuals, handbooks
2. Upward communication
• Suggestion systems
• Grievances/complaints
• Attitude surveys
3. Horizontal communication
4. Diagonal communication
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Basics for Good Communication
 Before speaking to an individual or a group, plan
and organize what you are going to say.
 Consider the physical and psychological setting
 Consult others when necessary to be exact and
objective.
 Be mindful of non-verbal communications
 Follow up your communication.
 Be an active listener.
 Give credit for the contributions of others when
genuinely deserved.
 Be assertive/confident when expressing your view.
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Communication & organizational culture
• Communication and organizational culture are intimately
linked.
Effective communication within organizations can provide:
A central common direction encouraging healthcare
organizations to strive for quality in all areas
Effective leadership to allow efficient running of services
High levels of staff satisfaction and a willingness to work
A sense of belonging to the organization for staff
Opportunities for innovation and improvement
A feeling of 'inclusion' by all staff in the running of the
organization
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Blocks to Communication
• Listening Skills
• Psychological Blocks
• Environmental Distractions
• Semantic Barriers
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Conflict and stress management
Conflict is Struggles between two or more people over values, or competition for status,
power and scarce resources.”
Organizational conflict:
• is a state of discord/disagreement/disharmony caused by the actual or perceived
opposition of needs, values and interests between people working together
• The struggle that arises when the goal-directed behavior of one person or group
blocks the goal-directed behavior of another person or group.
12/9/2022 22

Conflict
• A survey suggests that managers spend over 20% of their time
handling conflict.
• For a conflict to exist it must be perceived by the parties to it.
• Conflict is a dynamic process which includes antecedent/predecessor
conditions, cognitive/rational/cognitive states, affective states and
conflicting behavior.
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Conflict management
• Conflict is inevitable
• Has both productive and destructive potential.
• Conflict if mismanaged can threaten:
• relationships, systems and institutions
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• Functional vs. Dysfunctional Conflict
• Functional: support the goals of the organization, and improve its
performance
• Dysfunctional: hinders organizational performance and/or harms or
interferes with organizational members
Types of conflict
• Task conflict
• Relates to the content and goals of the work
• Low- to moderate amounts of task conflict tend to improve performance
• Relationship conflict
• Focus on interpersonal processes
• Process conflict
• Relates to how the work gets done
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Sources of organizational conflict
• Differentiation
• Differences in functional orientation
• Status inconsistencies
• Task relationships
• Overlapping authority
• Task interdependence
• Incompatible evaluation systems
• Scarcity of resources
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Conflict and its management
• Conflict is inevitable.
• It need not be viewed as only a negative process.
• Has both productive and destructive potential.
• Conflict if mismanaged, however, can threaten relationships, systems
and institutions.
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• Conflict is not necessarily bad:
•If it is resolved effectively,
•it can lead to personal and professional
growth
Conflict can lead to increased understanding:
•The discussion needed to resolve conflict give
an insight into how they can achieve their goals
without undermining those of other people.
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• Increased group cohesion:
•When conflict is resolved effectively, team
members can develop stronger mutual respect,
and a renewed faith in their ability to work
together.
• Improved self-knowledge:
•Conflict pushes individuals to examine their
goals in close detail, helping them understand
the things that are most important to them,
sharpening their focus, and enhancing their
effectiveness.
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Pondy’s Stages
• Latent conflict:
• There is no actual conflict; the potential for conflict to arise is present
• Perceived conflict:
• Each party searches for the origins of the conflict,
• defines why the conflict is emerging,
• analyzes the events that led to its occurrence, and constructs a scenario that
accounts for the problems it is experiencing with other parties.
• Felt conflict:
• The parties in conflict develop negative feelings about each other.
• Manifest conflict:
• One party decides how to react to or deal with the party that it sees as the
source of the conflict, and
• both parties try to hurt each other and thwart each other’s goals.
• Conflict aftermath/outcome/result:
• Every conflict episode leaves a conflict aftermath that affects the way both
parties perceive and respond to a future conflict episode.
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Desired Outcomes of Conflict
Agreement: Strive for equitable and fair agreements
that last.
Stronger relationships: Build bridges of goodwill
and trust for the future.
Learning: Greater self-awareness and creative
problem solving.
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Conflict resolution Style
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Fitting Conflict Resolution Style to the Situation
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Conflict Style Appropriate Situation
Competing/
standing ur ground
=“win-lose” approach
Time is short and we're sure we're correct.
The other party would take advantage of a
collaborative approach.
Avoiding/ withdrawing The conflict is trivial.
We need a temporary, cooling-off
tactic.
Accommodating/
giving in
The other party has great power.
The issue isn't important to us.
Compromising
=“Lose-Lose”
There is little chance of agreement,
both parties have equal power, and
there are time constraints.
Collaborating
=“win-win”
This is the "ideal" style to be sought
unless the parties to conflict have
perfectly opposing interests.

17
Insert Figure 18.6 here
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12/9/2022 36
Total Quality Management

What is Quality?
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•Doing the right thing right, right away
•A degree or level of excellence.
•Quality is determined by what Customers want
& is willing to pay for.

Quality
Providers
Perspective
Process
Client
Perspective
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Dimensions
Of
Quality
Technical
Competence
Access to
Service
Effectiveness
Interpersonal
Relations
Efficiency
Continuity
Safety
Amenities
Convenience/
comfort
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Quality Assurance Circle
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Step 1:
Plan
Step 2:
Set Standards
Step 3:
Communicate
Standards
Step 4:
Monitor
Step 5:
Identify &
Prioritize
Step 6:
Define
Problem
Step 7:
Identify
Who Will
Work on
Problem
Step 8:
Analyze
& Study
Problem
Step 9:
Choose &
Design
Solution
Step 10:
Implemen
t Solution

Client’s Perspective: Service Quality
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 Time and timeliness – Customer waiting time.
 Completeness – Is everything provided?
 Courtesy – How customers are treated?
 Consistency – Same level of service each time.
 Accessibility and convenience – Easy to obtain Service.
 Accuracy – Is the service performed right every time?

Quality Trilogy
1. Quality planning
• Determine who the clients are
• Determine the needs of clients
• Plan for the service that respond to clients’ needs
• Develop the process that produce the service
• Transfer the plan to operating forces
2. Quality Control
• Evaluate actual quality performance
• Compare actual performance to quality goals
• Act on the difference
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Quality Trilogy…
3. Quality Improvement
• Identify clients and their expectations and the output
• Describe the current process using flow charts
• Measure and analyze the discrepancy
• Focus on an improvement using decision matrix
• Identify root cause of inefficiency
• Generate and select solution
• Map out a trial run
• Evaluate the results
• Standardize
• Monitor the gains
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TQM (Total Quality Management)
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The management of quality throughout the
Organization at all levels and across all areas.

TQM Tools
1. The Plan- Do- Check- Act cycle
2. Quality Circles
3. Benchmarking
4. Statistical & quantitative tools
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Benchmarking
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•Continuously evaluating the practices of best-in-class
and adapting organization processes to incorporate
the best practices.
•Benchmarking is the search for best practices
that lead to superior performance

Benchmarking Advantages
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• Prevents "reinventing the wheel“.
• Leads to adaptation of best practices.
• Results in a better understanding of
internal strengths and weaknesses.
• Make organizations more competitive.
• Improves client satisfaction.

Benchmarking Process
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1. Select and prioritize benchmarking projects.
2. Organize benchmarking teams.
3. Through investigation and documentation of the
organization’s internal processes and development of
performance indicators.
4. Researching and identifying the best in class.
5. Identifyingperformance gaps and understanding the
reasons they exist.
6. Implementing and managing the approved changes.

The TQM System
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Client
Focus
Process
Improvement
Total
Involvement
 Leadership
 Education and Training -Supportive structure
 Communications -Reward and recognition
 Measurement
Continuous
Improvement
Objective
Principles
Elements

Change and Change Management
Define change and change management
Explain Purpose of change
List and explain factors affecting change
List and explain components of change management
Explain the three phases of change management process
 Explain Lewin's 3 step model of change management
Explain reason for change resistance and its management
How can we make the change process effective
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3rd-28-3-2015.pptx

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