Module 5 Assignment – Delegation in Practice

What does your State Board of Nursing say about Unlicensed Assistive Personnel and their role, and the role of the Registered Nurse? Describe the responsibilities of the Registered Nurse when delegating patient care tasks.

How does the ICU environment differ from a general medical-surgical unit as far as assigned responsibilities for Unlicensed Assistive Personnel?

Assignment Expectations:

Length: 750 to 1000 words

Structure: Include a title page and reference page in APA format. These do not count towards the minimum word count for this assignment. Your essay must include an introduction and a conclusion.

References: Use appropriate APA style in-text citations and references for all resources utilized to answer the questions. Please include at least one reference in addition to the textbook.

Rubric: This assignment uses a rubric for scoring. Please review it as part of your assignment preparation and again prior to submission to ensure you have addressed its criteria at the highest level.

Format: Save your assignment as a Microsoft Word document (.doc or .docx) or a PDF document (.pdf)

File name: Name your saved file according to your first initial, last name, and the assignment number (for example RHall Assignment 1.docx)

Submission: Submit to the D2L dropbox for grading prior to Monday at 11:59pm PST

 

 

MORE INFO 

Delegation in Practice

Introduction

Delegation is one of the most important skills you can develop for your employees. It’s also a skill that can be tough to master, especially if you’re used to doing things “your way”. But don’t worry; I’ve got some tips on how to get started with delegation and help guide you through some common pitfalls along the way!

You might be wondering if you’ll ever have the time to learn how to delegate.

You might be wondering if you’ll ever have the time to learn how to delegate. But don’t worry—it’s not as difficult as it sounds.

First and foremost, delegation is an essential skill that can help you achieve your goals faster and more efficiently than ever before. For example, imagine how much faster your business would grow if someone else took over some of its day-to-day operations (e.g., marketing campaigns), freeing up time for yourself and other staff members who are better at managing these tasks than you are! In fact, one study found that companies that delegated more work had higher profits than those who did not! This also applies when we’re talking about personal life—if I’m always doing everything myself, then which activities would I prioritize? How could I possibly decide what’s most important? By delegating them all down my list!

You aren’t doing yourself or your team any favors by trying to do everything yourself.

You aren’t doing yourself or your team any favors by trying to do everything yourself.

• You will burn out. When you’re the only person in charge of a project, you have no choice but to take on all the responsibilities for it—and that means doing so in an efficient manner. However, when there’s more than one person working on a particular task (or even two co-workers), each individual can take breaks during their workday and still contribute to the overall output of the project at hand; they won’t be able to give as much attention as they would if they were working alone due to having other tasks elsewhere during those times. This is especially true if one person has been tasked with managing multiple projects simultaneously—they need rest just like anyone else does!

• You’ll make mistakes! It’s easy enough for me (and probably most people) here because I’m not actually running any organizations; however, delegating responsibilities does mean giving up control over something important: your reputation as an experienced leader who knows what needs done next in order for things progress smoothly forward toward completion sooner rather than later.”

Delegation isn’t about getting someone else to take on less desirable tasks.

Delegation is not about getting someone else to take on less desirable tasks. In fact, it’s not even about getting someone else one step closer to the work you don’t want to do yourself.

Delegation is simply about making decisions faster and more effectively than you could by yourself. It doesn’t mean delegating everything; it means delegating those parts of your life where your expertise isn’t necessary or helpful—and letting others focus their skills where they’re needed most.

You should delegate tasks that fit with the person’s skill set and interests: if they’re good at writing reports but hate cleaning up after themselves, then giving them a clean-up task might be appropriate (and help them learn how). But don’t ask them too much! You should never ask someone else who has no interest in doing something just because it needs doing!

Delegating does not mean giving up control of a job.

Delegating does not mean giving up control of a job, responsibility or accountability. It means leaving them in the hands of someone else who can do the job as well or better than you and still be accountable for it.

Delegation is also not about ownership; it’s about authority. Ownership implies that there are only two options: either you own something or someone else owns it for you (or both). But delegation gives people more options—they can choose whether they want to own something themselves or leave it with another person who is responsible for making sure that this thing gets done correctly each day at work (or whatever other environment where delegated tasks occur).

There’s a difference between delegating and dumping.

Delegating is a way of giving someone else the responsibility to do something. Dumping is the opposite: it’s about not giving someone else any tools or resources at all, and instead expecting them to figure out how to accomplish their task on their own.

For example: if you have a babysitter who comes over every weekend and watches your kids while you go out with friends, then that’s delegating—you’re trusting her/him with something important (your children). If she/he shows up one weekend without having asked first, then dumps some responsibilities onto another person at home who really isn’t equipped for them (like changing diapers), this would be considered dumping because now there’s no trust in place between parent and child caretaker!

Delegation is about creating an environment where your employees can do their best work and feel empowered rather than overworked, under-utilized or under-supported.

Delegation is about creating an environment where your employees can do their best work and feel empowered rather than overworked, under-utilized or under-supported. It’s about creating a culture of trust, empowerment and respect that will support your team.

Delegating tasks allows you to spend more time on strategic issues—such as planning for the future or making strategic decisions—and less time dealing with day-to-day issues like meeting deadlines or managing staff members’ workloads. When you delegate effectively, you create an environment where people know what they need to do in order for their job responsibilities to be successful; they also know how much responsibility rests with them when these tasks are completed successfully (or not).

Good communication is essential

Communication is the key to delegating effectively. You need to communicate your expectations clearly and often, so that your team members know what they are expected to do.

• Communicate your vision strongly: If you’re not clear about what needs to be done, it’s easy for people who don’t have time or energy for the job (or both) to get frustrated and quit.

• Be available: Asking people when they can start on something can be frustrating because it makes them feel like they’re being told off rather than given guidance. Instead, give regular updates on progress so that everyone knows where things stand at any given time.

Don’t micromanage!

The first thing to remember is that you are not your employees. You can’t tell them what to do, and they won’t listen if you try. So don’t micromanage!

The second thing is this: delegating work gives your employees the freedom to make decisions on their own, which means that they’ll be more willing and able to get things done—and if there’s one thing I’ve learned about being an entrepreneur, it’s that people will only take action when they feel like their jobs are secure. If we give people too much autonomy in their jobs (and trust them), then we won’t see much progress until we start micromanaging again at some point down the road.

Thirdly—and finally—letting go of control frees up more time for other important tasks such as planning meetings or making sure everyone knows how things work before the meeting takes place so everyone knows what needs doing beforehand instead having an endless list of things needing done afterwords

Provide feedback early and often

Feedback is an important part of any successful delegation process. Provide feedback early and often to make sure that your team members are on the right track with their work. The following tips can help you provide effective feedback:

• Be specific about what needs improvement or refinement in a timely manner. This will allow them to know exactly what they need to do differently or better, rather than just being told “Good job!” or “Keep up the good work!”

• Make sure your comments are positive and encouraging (rather than criticizing). You want people working together as partners in creating something great—not feeling like they have been put down by their boss!

Conclusion

Delegation is essential in any organization, and it’s not something that can be learned overnight. It takes time to learn how to delegate effectively and make the most of your team members’ strengths. The best way to start is by acknowledging that everyone has different skills, so don’t expect them all