Delegation and Problem – Solving

Delegation and Problem – Solving

Delegationand Problem – Solving

Problem-Solving

Problemsolvingdenotes the process through which managers and leaders resolve thegap between the current situation and a set goal, with the alleywayto the goal blocked by an impediment (American Nurses Association,2012). Managers and leaders adopt different models when solvingvarious problems, but in general there are fundamental steps ofproblem solving that inform the decision of these executives (Huitt,2012).Leaders perceive a problem as a distraction, while managers view itas an enabler for unforeseen opportunities in the futures and forcontinuous improvement. Depending on the personality and temperamentof the leader and manager, the steps adopted to solve variousproblems will differ (Huitt,2012).For example managers preferring introversion may want time forclarification and thinking before they make a decision while thosethat are extraversion may opt make decision without a do. It is alsobased on the leaders understanding of pertinent aspects and concepts.Through SWOT and PEST analysis managers and leaders are able to knowthe major problems facing the firm and helps develop options toaddress them (Huitt,2012).

Delegation

Delegationis the process whereby leaders and managers confer the power ofdecision making to individuals in lower authority. For the processof delegation to be successful, the employee to whom the authority tomake decision is conferred should be in a position to acquire theresources and collaboration required for successful completion of thetask that has been delegated (American Nurses Association, 2012).Staff empowerment and delegation are closely intertwined. Empowermenttakes place when the top executives share power and authority withworkforce at the lower level in the hierarchy. This encompassesproviding a thorough training and management support that theworkforce requires to complete a task. In this light, enabled staffshave both the power and capacity to complete the task (AmericanNurses Association, 2012). Even though power can be delegated, it isnot possible to delegate responsibility and the manager and businessleader who confers authority is ultimately responsible for itssuccess. The assigned employee is therefore accountable for attainingthe objectives of the task.

Effectivedelegation has two main effects on the organization. First, itassists to management to maximize the use of the talent and skills ofthe pool of workforce in the institution, both in the short-run andlong-run. Second, it offers the organization a chance to develop itsstaff (American Nurses Association, 2012). The key element is thattime is the most precious and valuable resource an organization hasin the modern world. Effective delegation enables the managers tomaximize available time. Effective delegation can therefore helporganizations save time and financial resources, and help withsuccession planning which is pivotal in building skills andmotivating the workforce (American Nurses Association, 2012).

Barriersto Delegation

Lackof trust When the top executives havelittle or no trust on employee on the lower levels and believe theycannot perform task to the standard required, they may opt to hold onto their overwhelming workloads. This is especially when thoseemployees fail to have the required experience or have at one timebeing engaged in vices such as fraud among others. This makes ithard for the management to delegate tasks to the other employees.

Toomuch work (task) some managers fail todelegate because they believe that it is much easier and even fasterto complete a task than delegation to other employees.

Trainingemployees or a group of people to properly and providing therequisite support calls for time and commitment. Surmounting thisobstacle requires prioritization and an in-depth understanding offuture goals (American Nurses Association, 2012).

Theinability to let go and pass some tasks to other people is anothercommon barrier to delegation. Some managers believe that the factthat they have done a particular job for many years, means no oneelse can do it better than them. Sometime this occurs due toperceived threat and individual may fear handing over power may makethem redundant in future (American Nurses Association, 2012).

Atone moment I was planning for an event schedule in a healthcareinstitution and I was well aware that it would be critical to getattendance back to the level it had been the previous year. Togetherwith my team we sat down and conducted an interview to our top salesrepresentatives. Even though I had raised some ideas on why theattendance had gone down, I wanted to look at the problem from allperspectives. Our sales team felt that we could improve if weconducted an online advertising. I felt it was a good idea and weembarked on an online campaign that improved the attendancesubstantially. I think I did well to act according to internalfeedback and revamping our event agendas to encompass moreopportunities, but I feel we should have done better if we solicitedfor external feedback. In revamping our agenda we made sure that weadhered to the ethics of the profession.

References

AmericanNurses Association (2012). ANA’sprinciples for delegation by Registered Nurses to unlicensedassistive personnel (UAP).Silver Spring, MD: ANA.

Huitt,W. (2012). Problem solving and decision making: Consideration ofindividual differences using the Myers-Briggs Type Indicator. Journalof Psychological Type, 24,33-44. Retrieved from [date]http://www.edpsycinteractive.org/papers/prbsmbti.html