DELEGATION

I. INTRODUCTION

Delegating is a major element of the directing function of nursing management.

It is an effective nurse management competency by which nurse managers get
the work done through their employees. Delegation is part of management; it
requires professional training and development to accept the hierarchical
responsibilities of delegation.
Delegation is the managerial process of giving decision making authority to
lower-level employees. For the process to be successful, a worker must be able
to obtain the required capability and cooperation needed for successful
completion of the delegated task. An enabled employee has both the authority
and the responsibility to accomplish the work. Although authority can be
delegated, the delegator is ultimately responsible for its success. The delegator
is therefore accountable for meeting the goals and objectives of the task.

II. CONCEPT OF DELEGATION

Achieving performance of care outcomes for which you are accountable and
responsible by sharing activities with other individuals who have the
appropriate authority to accomplish the work (Yoder-Wise, 2008).
Thus the components of delegation are:
 Care outcomes-patient care is safely provided
 Accountable and responsible-both delegator and delegate have an obligation to
care for that patient and ensure the task is completed

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  Sharing activities-both the delegator and delegatee work together to
accomplish care
 Appropriate authority-the delegator selects the appropriate person to delegate
the task.

III. MEANING OF DELIGATION

Delegation of authority refers to authorization of a person to make certain

decision.
Delegate- “To entrust to another; to appoint as one’s representative; to assign
responsibility or authority”.
Delegation - “The act of empowering to act for another”.

IV. DEFINITION

According to Allen. “The entrustment of a part of the work, or responsibility

and authority to another, and the creation of accountability for performance.”

According to O.S. Hiner. “Delegation takes place when one person gives
another the right to perform work on his behalf and in his name, and the second
person accepts a corresponding duty or obligation to do what is required of
him.”

According to Douglas C. Basil. “Delegation refers to a managers ability to

share his burden with others. It consists of granting authority or the right to
decision-making in certain defined areas and charging subordinates with
responsibility for carrying through an assigned task.”
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V. DIMENSION/ELLEMENTS OF DELEGATION

Delegation has three essential aspects or dimensions

a) Assignment of duties and task

b) Grant of authority, power, right or permission
c) Creation of accountability

a) Assignment of duties:
The first step in delegation is the assignment of work or duty to the subordinate
i.e. delegation of authority. The superior asks his subordinate to perform a
particular task in a given period of time. It is the description of the role

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 assigned to the subordinate. Duties in terms of functions or tasks to be
performed constitute the basis of delegation process.

b) Grant of authority:

Delegation of authority means division of authority and powers downwards to

the subordinates. The delegator grants authority to the subordinates so, mat the
assigned task is accomplished. The delegation of responsibility with authority
is meaningless, The subordinate can only accomplish the work when he has the
authority required for completing that task. Authority is derived from
responsibility. It 1s the power, to order or command, delegated from superior,
to enable the subordinate to discharge his responsibility.

c) Creation of accountability
According to Louis A. Allen, "Accountability is the obligation to carry out
responsibility and exerted authority in terms of performance standards
established”. It means holding an individual answerable for final results .
Accountability Is the obligation of a subordinate to perform the duties assigned
to him. The delegation creates an obligation on the subordinate to accomplish
the task assigned to him by supervisor. When a work is assigned and ,authority
is delegated then the accountability is the by-product of this process. This
means ha delegator has to ensure the completion of assigned work. The
subordinate should be made accountable to only one superior. Single
accountability improves work and discipline.

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VI. TYPES OF DELEGATION

There are formal and informal delegations

1. Formal delegation : The formal delegation is found in the exercise of

authority defined by organizations role. Firnak delegation is “down ward
delegation” and is effective to the extent of the acceptance and respect for
formal authority.

2. Informal delegation : It occurs because people want to do something not they

are told to do. It is something that is not formally required to be done. When
there is problem in the exercise of formal informal delegation is accepted.

3. Bottom up delegation : In 1st hour organizations informal group leaders,

without formal authority assume authority to restrict supply and workers accept
such informal delegations.

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 4. Lateral delegation : In modern organization few positions are independent
and team work exists in members of a group entrusting the authority
responsibility to others in the group at their level. The process of entrusting in a
team work, to the others members of the group is called lateral delegation.

VII. IMPORTANCE OF DELEGATION

Delegation of authority is a process m which the authority and powers are
divided and shared amongst the subordinates. When the work of a manager
gets beyond his capacity, there should be some system of sharing the work.
This is how delegation of authority becomes an important tool in organization
function.

1. Effective management: In the delegation process managers pass routine work

to the subordinates. so they are free to concentrate ob other important matters.
2. Motivation of employees: when manager shares his responsibilities and
authority with the subordinates it motivates the subordinates as they develop
the feeling of belongingness and trust which shown to them their superiors.

3. Better coordination: Responsibility and authority is divided and employees

are made answerable for non-completion of task.

4. Relieving Top Executives. Top executives cannot perform and supervise each
and every work. Moreover they are required to undertake important tasks of
planning and controlling. Delegation helps executives in delegating their work
to subordinate officers.
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5. Improved Functioning. In the absence of delegation some persons may be
burdened with more tasks while others may not have sufficient work to do.
Delegation helps m rationalizing the functioning of an organization. Work is
divided among various persons in such a way that it 1s done in an efficient
way. Nobody is unduly burdened and no work is left unattended.

6. Use of Specialists. Delegation enables the use of specialists for taking up

different functions. A production manager will be assigned the task of
production, a sales manager will look after sales department, a lawyer will look
after legal matters and so on. The use of specialists for different functions will
improve the quality of work.

7. Helps in Employee Development. When subordinates are given independent

as.s1gnments then they will be able to use their initiative and experience. This
will also give them confidence in taking up further responsibilities. Without
delegation, subordinates will not get a chance to try their knowledge.
Delegation of power is the best way of developing subordinates and preparing
them for taking up more responsibilities in future.

8. Helps in Expansion and Diversification. The expansion and diversification of

an enterprise needs the services of more and more persons. The assignment of
various tasks to subordinates will prepare them undertaking new assignments.
If subordinates are not assigned important works earlier then it will be

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 dangerous to give them independent tasks straight way. Delegation is very
useful for undertaking expansion and diversification plans.
9. Efficiency : delegation improves efficiency when it allows work to be
transferred to people whose skills are a better match for the work.

VIII. PRINCIPLES OF DELEGATION

1. Principle of Functional Definition. The related or similar activities should be

grouped together according to enterprise function. When the definition of a
position is clear then delegation of authority becomes simple. It is very
difficult to define a job and the authority required to accomplish it. If the
superior is not clear about the results expected then it becomes all the more
difficult. Dual subordination results in conflicts, division of loyalty and lack of
personal responsibility for results.

2. Principle of Absoluteness of responsibility

The responsibility of a subordinate, once he has accepted the work, is absolute
to his superior. The responsibility of the superior does not decrease once he has
delegated authority. A person can delegate authority and not responsibility. He
will remain accountable for the work even if it is delegated to the subordinate.
So the responsibility of superior and subordinate remains absolute.

3. Principle of Parity of authority and responsibility

Authority is the right to carry out assignments and responsibility is the

obligation to accomplish it, there should be a balance between the both. The
responsibility should bear logical relationship with authority delegated. The

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 subordinate should not be burdened with high performance responsibility with
delegating enough authority. Sometimes the authority is delegated but the
concerned person is not made accountable for its proper use. This will be a
case of poor management. The parity between authority and responsibility will
be essential for achieving efficiency.

4. Principle of delegation of results expected

The delegation of authority should be based on the basis of results expected.
The authority should be sufficient to achieve the desired results. If the authority
is insufficient then results will not be achieved. So there should be a balance
between the results expected and the authority required. The more a position
has a clear definition of results expected, activity to be undertaken and clarity
of organizational relationships, the more effective is the delegation.

5. Principle of Unity of command

Delegate should be responsible to one boss. Multiple subordination must be
avoided employee should receive orders from one superior only. So
subordinates should always be placed under the guidance, control and
supervision of one supervisor who will set up work priorities and will arrange
for co- operation. An obligation is essentially personal and authority delegation
by more than one person to an individual is likely to result in conflicts in both
authority and responsibility, This principle is also useful in the classification of
authority-responsibility relationships.

6. Principle of Authority levels

Principle that decision-making should remain at the level at which authority 1s
delegated. The managers delegate authority to subordinates but have the

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 temptation to make decisions for them. They should allow the subordinates to
take their own decisions as per the authority delegated to them. The delegation
of authority will be effective only when 1t is clear and understandable to
subordinates. The subordinates should know the area of their decision-making
and should avoid the temptation of referring. Things to higher ups.

7. The Scalar Principle:

The scalar principle refers to the chain of direct authority relationships from
superior to subordinates throughout the organization. The ultimate authority
must rest somewhere. Subordinates must know to whom they should refer the
matter if it is beyond their authority. The more clear the line of authority from
top manager to every subordinate the more effective will be responsible
decision-making.

IX. STEPS IN DELEGATION

1. Selecting and assigning the task

There are a significant amount of tasks that a manager can delegate to his
subordinates. List them and rank them according o the amount of time which
they consume and their importance. A single function or as much of it as
possible should be delegated to a single person. Try to delegate tasks which are
of recurrent nature. Clarify the limits of that authority. Fix a deadline or time-
frame for completion of the task and make it clear to the delegatee

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 Preparing routine reports, answering routine correspondence, preparing service
schedule, serving on certain committee, meeting equipment venders and
similar routine portion of managerial tasks are some examples

2. Selecting the Appropriate Subordinate

The person selected, the delegate, should have qualifications to carry out the
assigned tasks. Over delegating or too much challenge to an employee results
in his or her failure and frustration. Delegation should provide a modest
amount of challenge, a feeling of expanded usefulness and an opportunity for
growth. Assess the subordinates capabilities. The person should be able to
realize importance of the task must have the attitude, knowledge and skills to
carry out delegated responsibility, and should have the tune available for it.

3. Instructing the Subordinates

Delegation without adequate preparation is bound for failure. Instruct the
subordinate the nature of task, method of carrying it out, the goals to be
achieved or results expected, and the time-frame. If there are no instructions
available because of the maiden nature of the task, then instructions or
procedures may have to be prepared and committed in writing.

4. Maintaining Feedback and Control

Delegation is ineffective without feedback and control. Feedback is largely a
matter of communication between superior and the subordinates. Progress
should be monitored through periodic reports. When you are known to check
on deadlines, employees know you are on the lookout results.

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X. FACTORS INFLUENCING DEGREE OF DELEGATION
Delegation of authority is a must for every concern. The question to be decided
is how much authority should be delegated to subordinate managers. The
pattern to be followed for delegation should be decided the basis of its
requirements.

1. Company’s History.
The history of the company influences the degree of delegation. A company
grown over a period of time has a tendency to centralize powers. “When a
concern is small then most of the decision-making is done by the owner. With
the growth of business, the tendency to centralize powers remains. On the other
hand if a concern is the outcome of a merger, amalgamation or combination,
there may be a great amount of decentralization. If a company is working on a
decentralized pattern it will be run in the same way even on its acquisition. So
the growth history of a concern influences the degree of delegation.

2. Availability of Capable Persons.

The element of delegation is linked to the availability of subordinate managers.
If sufficient persons are available who can take responsibility then delegation
can easily be done. Generally, managers complain that sufficient subordinate
managers are not available who can be assigned important duties. Unless
subordinates are delegated the powers they will not learn the art of
management. With additional experience and training their judgment would be
improved and they will become more capable subordinates.

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3. Importance and Costliness of Decisions.
The importance and costliness of decisions greatly influences the degree of
delegation. Generally speaking, the costlier and more important the decision,
the greater the probability of its being made at the upper level of the
managerial hierarchy. Decision-making also requires various facts and
information for deciding the issue. Some decisions can influence the whole
organization. Any wrong decision on such important matters can damage the
enterprise beyond control. Such decisions are taken at higher level because
these persons have the past experience of deciding things.

4. Size or the Enterprise.

The extent-of delegation is, linked to the size of the enterprise. In a large unit
more decision making is needed at various levels of management. The
problems of communication and co-ordination often arise in such units. If
decision-making is closer to the place of action it will save time, paper work is
reduced, misunderstandings in communication can largely be eliminated. There
is a tendency to decentralize in big units for avoiding many difficulties.

5. Available Controls.
A manager delegating authority wants to be sure that it is used in accordance
with his intentions and the general objectives of the organization. In order to
achieve this there must be control devices. Generally, managers hesitate to
delegate due to the reason that they donot know how to control. They have a
feeling that it takes more time to exercise control than exercising the authority
themselves. It be better to set up some control devices. The better the control
devices, the more will be the delegation of authority.

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 6. Types of Enterprise.
The degree of delegation of authority may also be influenced by the type of
enterprise. If the enterprise is in an industry which is rapidly expanding, as in
the electronic field, top management will have to delegate otherwise 1t will be
over burdened with many decisions. Decentralisation of authority will take
place even if the subordinate managers donor have adequate experience to
exercise authority. Management should make guidelines for subordinate
managers for taking proper decision.

7. Environmental Factors.
In addition to internal factors delegation may be influenced by internal factors
too. These factors may be natural unions, government control over business
and tax policies. Some large concerns have to deal with workers· unions at
national level. All the negotiations are done and decisions are taken at national
level. In such a situation the things are decided at head quarter level and are
applicable at all levels. It, therefore, follows that within the area of labour
relations, decision-making is decentralized. The same holds true as applied to
government control over business, and tax laws.

XI. SYMPTOMS OF POOR DELEGATION

1. Dissatisfied subordinates: When delegation is poor, the subordinates will not

be satisfied with their work and authority.
2. Disorganized effort: when delegation is not good, there will not be any
harmony in the work.

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 3. Long queue in front of boss office: In poor delegation, the subordinates have
to wait for their boss by standing in the queue instead the boss has to work with
the subordinates.
4. Boss always busy: if the work is poorly delegated, the authority will not have
any responsibility so that the boss will be busy.
5. Work never completed in time: The poor delegation will not allow the work
to complete at correct time that they decided during the planning phase.
6. Constant time pressure: There will be constant time pressure when the
delegation of work is not according to the individual capabilities.
7. Hold up of activities due to pending orders from boss: As the boss is not
involved in poor delegation there will be pending of job.

XII. RIGHTS TO DELEGATION

National Council of State Board of Nursing in the US presented 5 rights to

delegation from the perspectives of both nursing service administrator and staff
nurse. Nursing service administrator is responsible for job description, role
delineation, development of organisational policies, procedures and standards
an assurance of adequate human resources. Staff nurse is responsible for
assessing client, delegating appropriately, communicate clearly, providing
monitoring and supervision.
1. Right task
2. Right circumstance
3. Right person
4. Right direction/communication
5. Right supervision/evaluation

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 i. Right task

Generally, appropriate activities for consideration in delegation decision-

making include those:

 which frequently reoccur in the daily care of a client or group of clients;

 which do not require the UAP to exercise nursing judgment;
ii. Right circumstance
Nursing Service Staff Nurse
Nursing
administrator(NSA) Service Staff Nurse
Appropriate activities
administrator(NSA) for Appropriate delegation
Assess the health
consideration in status of the Assess
activities health statusfor of
are identified
client decisions are identified
delegation individual client(s),
specific client(s).
incommunity,
UAP job analyze the data
descriptions/role analyze the data and identify
and identify
delineation. client specific
Organizational
collective nursing carepolicies,
needs, Appropriate
goals activities
and nursing are
care needs.
procedures
priorities,and
and identified forspecific UAP.
standards
necessarydescribe expectations of
resources
Provide
and limits appropriate staffing and Match the complexity of the
toskill mix,
activities. activity with the
identify clear lines of authority UAP competency and with the
and reporting, level of
and provide sufficient supervision available
equipment and supplies to meet
the collective nursing care
needs.
Provide appropriate preparation Provide for appropriate
in monitoring and
management techniques to guiding for the combination of 16
deliver and client, activity
delegate care. and personnel.
iii. Right person

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 Nursing Service Staff Nurse
administrator(NSA)
Establish organizational Instruct and/or assess, verify
standards consistent and identify the
with applicable law and rules UAP’s competency on an
which identify individual and client
educational and training specific basis
requirements and
competency measurements of
nurses and UAP.
Incorporate competence Implement own professional
standards into development
institutional policies; assess activities based on assessed
nurse and UAP needs; assess UAP
performance; perform performance; perform
evaluations based upon evaluations of UAP
standards; and take steps to based upon standards; and take
d) remedy failure to steps to
meet standards, including remedy failure to meet
reporting nurses standards.
who fail to meet standards to
board of nursing.

Right direction/communication

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Nursing Service Staff Nurse
administrator(NSA)
Communicate acceptable Communicate delegation
activities, UAP decision on a client
competencies and specific and UAP-specific
qualifications, and the basis. The detail
supervision plan through a and method (oral and/or
description of anursing service written) vary with the
delivery model, standards of specific circumstances.
care, role descriptions and
policies/procedures.
Situation specific
communication includes:
a. specific data to be collected
and method
and timelines for reporting,
b. specific activities to be
performed and any
client specific instruction and
limitation,
and
c. the expected results or
potential
complications and time lines
for
communicating such
information. 19
iv. Right supervision/evaluation

Supervision may be provided by the delegating licensed nurse or by other

licensed nurses designated by nursing service administrators or the delegating
nurse. The supervising nurse must know the expected method of supervision
(direct or indirect), the competencies and qualifications of UAP, the nature of
the activities which have been delegated, and the stability/predictability of
client condition.

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 Nursing Service Staff Nurse
administrator(NSA)
Assure adequate human Supervise performance of
XIII. DELEGATION ERRORS
resources, including specific nursing activities or
1. Inadequate delegation
sufficient time, to provide assign supervision to other
2. Failure
fortosufficient
identify higher purposes served
licensed nurses.
3. Lack supervision
of clarity to assure that
4. Emphasizing outcome
nursing care is to the exclusion of method
5. Failing to delegate
adequate developmentally
and meets the
6. Failing to anticipate
needs radial impact
of the client.
7. Abdication
Identify
8. Deliberate the licensed nurses
redundancy Provide directions and clear
responsible
9. Failing to imposeto
accountability expectations of how the

10. provide supervision by activity is to be performed:

position, title, role ¨ monitor performance,
delineation. ¨ obtain and provide feedback,
¨ intervene if necessary, and
¨ ensure proper
documentation.
Evaluate outcomes of client Evaluate the entire delegation
community and process:
use information to develop ¨ evaluate the client, and
quality assurance ¨ evaluate the performance of
and to contribute to risk the activity.
management plans.
Delegating to weakness
11.Assigning responsibility in excess of responsibility

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 12.Under delegation (false assumption-employee)

Frequently occurs from managers false assumption is that it may be interpreted

as a lack of ability on his part to do the job correctly or completely. Another
cause is manager‘s desire to complete the whole job personally due to lack of
trust in sub-ordinates.

13.Over delegation

Some managers over delegate burdening their subordinates. Others do so

because they feel insecure in their ability to perform a task, and due to lack of
organisation time. It can decrease the productivity.

14.Improper delegation (wrong time, wrong person to the wrong reason).

It includes delegating the things at wrong time, to the wrong person or for the
wrong reason. Also delegating the yaks and responsibilities that are beyond the
capability of the person to whom they are being delegated or that should be
done by the manager.

XIV. ADVANTAGES OF DELIGATION

1. Co- ordination- Delegation serves as a vehicle of co-ordination. The various

levels of the organization are used appropriately.

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2. Sense of responsibility- A sound system of delegation tends to develop an
increased sense of responsibility and enhanced potential work capacity of
individual employee.

3. It reduces the executive burden- It relieves the superior of time- consuming,

minor duties and allows him to concentrate more effectively on major
responsibilities of his own position.

4. Delegation minimizes delay when decision has no longer to be referred up the

line.
5. As delegation provides the means of multiplying the limited personal capacity
of the superior it is instrumental for encouraging of business.
6. Delegation permits the subordinates to enlarge their jobs, to broaden their
understanding and develop their capacity.

7. Improves the quality of work: Effective delegation can benefit the employer,
the employee, and the organization. It improves the quality of work. Delegation
enhances the quality of work by allowing the employees who have knowledge
of services, to make decisions promptly and complete tasks. This in, turn
increases motivation among employees.

8. Motivation: Employees may do a better job because they feel a personal

accountability for the outcome. Motivation is enhanced as delegation enriches
the worker’s job by expanding the types of tasks that are involved in it.

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 9. Developing employees skill: Employers who delegate effectively have more
time to do their own jobs when they assign tasks to others. Effective delegation
frees the manager to focus on managerial tasks such as planning, control. It
helps to develop employees skills. When there is a highly skilled workforce in
the organization, they have more flexibility in making assignments and are
more efficient decision makers.

XV. DISADVANTAGES OF DELEGATION

1. Lack of knowledge: Many employers lack knowledge to delegate effectively,

and thus delegation (or lack of delegation) may be detrimental to the
organization.
2. Lack of motivation: Other reasons for a lack of motivation to delegate are
lack of trust in subordinates, fear of being seen as lazy, reluctance to take risks,
and fear of competition from subordinates lack of competency in delegating,
and sometimes they select wrong tasks to delegate. Fhis will result in poor
outcome of the organization. This will affect the career of employer and
employees.

XVI. BARRIERS IN DELEGATION

1. Inability of Subordinates.
There may also be shyness on the part of subordinates m assuming additional
responsibility. They may avoid botheration accruing from delegation of

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 authority. The fear of committing mistakes or lack of confidence on the part of
subordinates may also act as a barrier in delegation of authority.

a) Supervisors

1. Lack of Confidence in Subordinates.

The superior may be of the view that subordinates are not competent to carry
out certain things of their own. He may lack confidence in his subordinates,
Under these circumstances superior will hesitate to delegate authority.

2. Lack of Ability in Superior .

A superior may lack the ability to delegate authority to subordinates. The
manager may not be able to identify the areas where delegation is required. He
may not even be able to chalk out the proper process of delegation. The lack of
competence on the part of superior restricts the delegation of authority.

3. Lack of Proper Controls.

There may not be proper controls in the organization which help the manager
to keep in touch with performance of subordinates. When certain controls like
budgets, standard costs-etc., are there then manager can exercise adequate
control over the performance of his subordinates. In the absence of such
techniques he will not be able to judge the performance of his subordinates.
Since he will not be able to exercise control he will not like to delegate
authority.

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4. Lack of Proper Temperament of Superior.
The chief executive may be over-cautious or conservative by nature. He will
not like to take the risk of delegating authority. His fear will always be that
something may not go wrong. An element of risk cannot altogether be ruled out
but certain risk will have to be taken. The subordinates will learn only when
given a chance to take independent decisions. A lack of proper temperament of
superior may also act as a barrier in delegation.

5. Over Confidence of Superior:

The feeling in a superior that only he can do certain work effectively than
others is the main difficulty in delegation. When a manager is of the opinion
that his subordinates will not be able to make proper decisions then he will
concentrate all powers with him and will not like to delegate his authority. This
may not be due to the incompetence of subordinates but due to the over-
confidence of a superior.

6. Insufficient definition of the task. The supervisor hands off an unfinished

assignment to the worker. Several outcomes are possible but there is no clear
direction in which the supervisor wants to go. The worker either hazards a
guess or takes the path of least resistance, which may not necessarily be in
keeping with the needs of the business.

7. Lack of record keeping. A delegation log lets the supervisor keep track all the
tasks that are currently being tackled by others. Failure to keep track lets jobs
fall through the cracks, which opens up the company to liabilities. Not having a
log also does not alert the supervisor to stalled projects.

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8. Micromanagement. The supervisor transfers the manual aspects of the task
but not the responsibility to see it through. This kind of supervisor hovers and
continuously offers input on even the minutest aspects of the job; all of which
overall negates the worker’s competence and expertise.

9. Improper choice. To whom should the supervisor delegate the task at hand?
Picking a worker irrespective of the employee’s training, skills and proven
aptitudes is a mistake common to new supervisors and those who do not take
the time to develop the workforce.

10.Unwillingness to hand over a task and responsibility. Perhaps the supervisor

is afraid that the worker will upstage her. Then again, the supervisor may have
a very poor opinion of the worker — and overconfidence in her own abilities
— to see the need and benefit of delegating work. In this case, the supervisor
fails as a leader in the business model. The National Federation of Small
Business also ties this aspect to “workaholism."
b) Employees

1. Unwillingness to accept the task. The worker may not share the

supervisor’s enthusiasm about the task at hand. Conversely, the worker may
already have too many other tasks to complete, and therefore she does not
believe to have the time or resources to take on another responsibility.

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 2. Inability to complete the work. An employee takes on a task for which the
worker lacks the expertise, background or training. This is frequently the case
when the worker hopes to impress a supervisor in an attempt to earn a
promotion. The result is a job half-done or left to linger.

3. Unsure of peer to peer delegation. The workforce thrives on peer to

peer delegation. Workers of equal rank assist one another to complete tasks
delegated to them by supervisors. In a small measure, a worker can be afraid to
allow a peer to assist with the completion of a task.

XVII. GUIDELINES FOR EFFECTIVE DELEGATION

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1. Well-defined Goals.
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Assignments should be clearly defined in terms of goals or results expected.
The subordinate should be given adequate authority to do the work assigned.
The limits of authority should be given well-defined.

2. Selection and Training.

Selection of persons should be done in the light of the jobs to be done.
Appointment should not be made arbitrarily as it will lead to square pegs in
round holes and vice versa. Only proper selection is not sufficient for better
delegation. The persons selected must also be given necessary training to
accept assignment and authority.

3. Motivation.

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 Motivation of subordinates through incentives of various kinds for their
excellent performance is essential for better delegation. An important incentive
for some subordinates is to allow them to function with a measure of freedom.

4. Communication.
Lines of communication must be kept open from superior to subordinate and
vice versa for delegation to be meaningful. The subordinate should feel free to
get in touch with the superior as and when necessary to seek clarification and
guidance from the latter. The boss should also pass on all relevant information
to the subordinate promptly.

5. Adequate Control :
Proper controls should be established to provide means of information
regarding use of authority . The delegant must set up standards to measure the
performance of the subordinates in the light of authority granted to the latter.
Broad based controls and frequent reviewing in respect of the use of authority
by the subordinates to perform the duties assigned make delegation of authority
fruitful.

6. Principles of Delegation:
Strict adherence to the principles of delegation like parity of authority and
responsibility, unity of command and absoluteness of accountability is most
essential for effective delegation.

7. Rewards for Proper Implementation.

30
 There should be rewards for effective delegation and successful assumption of
authority. The manager should keep a watch over the performance of various
persons. Those who are successful in delegating properly and those showing
good results with delegated authority should be given pecuniary or other
rewards. This will encourage more and more persons to improve performance.

XVIII. ROLE OF DELEGATOR AND DELEGATEE IN CARING PATIENTS

A. Role of delegator:

As the delegator, the head nurse must

 Have a view of the big picture in the care of the assigned patients
 Select the appropriate activities to delegate
 Select the appropriate staff to carry out the activities
 Clearly communicate the expectations and required follow-up
 Follow-up periodically while the task is being completed
 Evaluate and provide feedback on the effectiveness of the delegation to staff.
B. Role of Delegate

The delegate also has responsibilities including:

 Accepting the delegated activities as directed by the head nurse

 Give report to head nurse as requested on the delegated task
 Give feedback to delegator on the effectiveness of the delegation process.

31
XIX. ROLE OF NURSE ADMINISTRATOR IN EFFECTIVE DELEGATION

1. Assesses the qualification and experience: required to do the task before

delegating to nursing personnel when delegating the tasks.
2. Defines the task and duties to the nurses before delegation.
3. Clarifies the task and the result expected is determined as a first step in
delegation.
4. Defines responsibility and accountability.
5. Allows nurses to participate in the delegation process. When nurses who
accept their assignments are more likely to be committed to their success. This
acceptance is enhanced when nurses have some say in the process. Thus,
nurses should be allowed to participate in determining when and how the
delegated task will be accomplished and, when possible, what the assignment
will be.
6. Ensures from nurses that if he or she is available to do a task, rather than
telling him/her to do it. Participation can also increase when nurse
administrator/ nursing staff communicates, which may minimize problems due
to misunderstandings.
7. Specifies standards: To avoid problems related to performance standards, the
nurse administrator specifies performance standards expected from the nurses.
Such as, expected level of performance, dates for feedback, proper reporting
timings and problem faced in carry out the tasks. The suggestion from nurses
are also invited to know their choice of task and input they can provide
regarding modification of assigned tasks.

32
8. Balances responsibility and authority : To avoid delegation errors, the nurse
administrator assigns responsibilities with the freedom to make decisions and
the authority to implement them. She communicates to all nurses regarding the
task and provides support.
9. Ask nurses as what resources they require to complete the task like
coaching, training and other supports that may empower them to complete the
task by themselves.
10.Facilitates adequate support and encouragement: This will enhance the
nurses’ motivation and authority for future assignments
11.Acknowledges for successful completion of tasks: by recognition and
rewards.
12.Delegates consistently: The administrator delegates not at the time of crisis,
but it is always considered for the development of nursing personnel.
13.Balances the assignments: It avoids overloading to one nurse and less work to
the other. All types of task whether it is challenging or not is delegated to
nurses as per their level of knowledge and experience
14.Focuses on results: The nurse administrator is accountable for nursing service
department. She supervises and closely monitors nursing personnel whether the
job is completed and the outcome is achieved.

33
 CONFLICT

I. INTRODUCTION

Conflict is generally defined as the internal or external discord that results from
differences in ideas, values, or feelings between two or more people. Because
managers have interpersonal relationships with people having a variety of
different values, beliefs, backgrounds, and goals, conflict is an expected
outcome. Conflict is also created when there are differences in economic and
professional values and when there is competition among professionals.

Conflict must be avoided as it lowers the productivity as well as morale of the

organization and demotivates the individuals. All the factors leading to a
conflict needs to be identified and the administrator must make efforts to
prevent a conflict. The administrator requires conflict management skills as a
conflict in an organization is not that easy to control.

II. Meaning
The word conflict originates from the Latin word confligere· which
means clash, contend, fight or struggle.

34
III. DEFINITION OF CONFLICT

Conflict is an interactive process manifested as incompatibility,

disagreement, or dissonance within or between entities such as
individuals
Losa Iglesia and Becerro

IV. TYPES OF CONFLICT

Conflict has been described and studied from the standpoint of its context, or
where it occurs. 3 types of conflicts are

1. Intrapersonal conflict: - an intrapersonal conflict occurs within an individual.

The experience takes place in the individual’s mind. Hence, it is a type of
conflict that is psychological in nature involving the individuals thoughts,
values, principles and emotions. It can affect the major decisions such as
choosing a career path.

2. Interpersonal conflict: - is conflict between two or more individuals. It occurs

because of differing values, goals, action, or perceptions. For e.g. when you
want to go to a science fiction movie, but your partner may prefer to attend an
opera. Interpersonal conflict becomes more difficult when we are involved in
issues relating to racial, ethnic and life style values and norms.

35
 3. Intragroup conflict: It occurs within a team of individuals. It occurs when the
group faces new problem, when new values are imposed on the group from
outside, or when an individual’s extra group role conflicts with her intragroup.
It is a type of conflict that happens among individuals within a team. The
incompatibilities and misunderstandings among these individuals lead to an
intragroup conflict.

4. Intergroup conflict: It occurs when a misunderstanding arises among different

teams within an organization. For instance, the dietary department of a hospital
can come in conflict with the nursing service department. This is due to the
varied sets of goals and interests of these different groups.

5. Inter-organizational conflict: It is referred as conflicts developed between

organizations. Inter organizational conflict occurs when there is high level of
competition between two organizations. The different philosophy, attitudes and
values which are opposite to each other can lead to high level of inter-
organizational conflict. A majority of inter organizational conflicts result in
better outcome of an organization rather than deterioration in performance.

V. COMMON CAUSES OF CONFLICT

1. Vertical conflict:
Occurs between hierarchical levels

2. Horizontal conflict:
36
 Occurs between persons or groups at the same hierarchical level.

3. Line-staff conflict:
Involves disagreements over who has authority and control over specific
matters

4. Role conflict:
Occurs when the communication of task expectations proves inadequate or
upsetting

5. Work-flow interdependencies:
Occur when people or units are required to cooperate to meet challenging
goals.

6. Domain ambiguities:
Occurs when individuals or groups are placed in ambiguous situations where it
difficult to determine who is responsible for what.

7. Recourse scarcity:
When resources are scarce, working relationships are likely to suffer.

8. Power or value asymmetries: Occurs when interdependent people or groups

differ substantially from one another m status and influence or in values.

VI. THE CONFLICT PROCESS

37
 Before managers can or should attempt to intervene in conflict, they must be
able to assess its five stages accurately

1. Latent conflict (also called antecedent conditions).

2. Perceived conflict
3. Felt conflict
4. Manifest conflict
5. Conflict resolution
6. Conflict aftermath.
1. Latent conflict

The first stage in the conflict process, latent conflict, implies the
existence of antecedent conditions such as short staffing and rapid change. In
this stage, conditions are ripe for conflict, although no conflict has actually
occurred and none may ever occur. Much unnecessary conflicts could be
prevented or reduced if managers examined the organisation more closely for
antecedent conditions.

2. Perceived conflict

If the conflict progresses, it may develop into the second stage:

perceived conflict. Perceived or substantive conflict is intellectualized and
often involves issues and roles. The person recognizes it logically and
impersonally as occurring. Sometimes, conflict can be resolved at this stage
before it is internalized or felt.

3. Felt conflict

The third stage, felt conflict, occurs when the conflict is

emotionalized. Felt emotions include hostility, fear, mistrust, and anger. It is

38
 also referred to as affective conflict. It is possible to perceive conflict and not
feel it. A person also can feel the conflict but not perceive the problem.

4. Manifest conflict

It is also called as overt conflict, action is taken. The action may be to

withdraw, compete, debate, or seek conflict resolution. People often learn
pattern of dealing with manifest conflict early in their lives, and family
background and experiences often directly affect how conflict is dealt with in
adulthood.Gender also may play a role in how we respond to conflict. Men
are socialized to respond more aggressively to conflict, while women are
more apt to try to avoid conflicts or to pacify them. Power also plays a role in
conflict resolution. Therefore, the action an individual takes to resolve
conflict is often influenced by culture, gender, age, power position and
upbringing.

5. Conflict aftermath

The final stage in the conflict process is conflict aftermath. There is

always conflict aftermath- positive or negative. If the conflict is managed
well, people involved in the conflict will believe that there position was given
a fair hearing. If the conflict is managed poorly the conflict issues frequently
remain and may return later to cause more conflict.

6. Outcomes of conflict

Win-win, win-lose and lose-lose. Filley(1975) identified these 3 different

positions or outcomes of conflict.

Win-lose outcome: - occurs when one person obtains his or her desired ends
in the situation and the other individual fails to obtain what is desired. Often

39
 winning occurs because of power and authority within the organisation or
situation.
Lose-lose outcome: - in lose-lose situation, there is no winner. The resolution
of the conflict is unsatisfactory to both parties.
Win- win outcome: - are of course the most desirable. In these situations,
both parties walk away from the conflict having achieved all or most of their
goals or desires.

VII. CONFLICT SOURCES FOR NURSES

1. Interpersonal conflict: Nurses are working in environment where

they interact with nurse, nurse administrators/managers, members of
the health team and patients and their families. Nurse to nurse conflict
can arise from different personality, attitude, goal and aims of
individual nurse with other and different working styles.

2. Lack of communication: Nurses are the· largest working group in an

organization. When they are receiving incorrect facts, poor or
inadequate communication and avoidance from the nurse
administrators, that will affect their work and can cause conflicts.

3. Leadership style: Lack of supervision, inadequate delegation, lack of

team work and lack of negotiation skill, leads to negative emotion,
poor work-related attitude, absenteeism, turnover of nurses, decreases
organizational commitment and job dissatisfaction among nurses.

40
 Subjective criticism not being listened to and threats by the
administrator can cause organizational conflict.
4. Increasing workload: There is a huge cry in all over the world that
there is a shortage of nurses in hospitals that causes increasing
workload with less benefits, creates conflicts.

5. Scarcity of resources: Inadequate budget, nursing shortage lack of

retention of nurses policy, equipment and supplies for nursing care
increasing the demand of quality care from consumers causes
organizational conflict.

6. Inadequate policy for managing organizational and violation of work

place norms.
7. Work place stress among nurses

8. Role conflict: When there is no clear-cut role definition for nursing

personnel that causes conflict among diploma, degree and
postgraduate nurses. There is a generational conflict also occur when
novice graduate nurses enter into the wards where senior nurses show
different attitude and causes conflicts.
9. Personal or organizational goals and –values when differs, conflict
may arise.

VIII. STRATEGIES TO PREVENT CONFLICT IN NURSING

1. Deal with the situation

41
 Most people prefer to avoid conflict. Nurses who actually have
quit their jobs rather than attempt to resolve an interpersonal conflict at
work. This almost never is a good solution, and it usually leads to feelings of
regret and guilt. When ignore or avoid it, it can lead to increased stress and
unresolved feelings of anger, hostility and resentment. When learn
to manage conflict effectively, become a better leader, a better team member
and a better person and gain respect, improve self-esteem and build courage.

2. Think it through
Before addressing the person with whom you have a conflict,
consider discussing the situation with an objective friend or family member.
This can help to clarify issues and needs. Seek feedback and advice in
dealing with the situation. But be careful not to rely on the opinion of an
involved third party who may have his or her own agenda. Plan your
strategy, including what you want to say, and then write it down and
rehearse it. Create a note card, if necessary, with your main talking points.
This will help you to feel more in control and stay on target.

3. Talk it out, face to face

Meeting in person can be intimidating, but it is often the best
way to go. Face-to-face communication is more effective than other forms
because it allows for an active exchange of information. It gives you the
opportunity to make use of the handshake, a smile, eye contact, hand
gestures and other important body language. It also allows you to observe
important nonverbal cues from the other party.Set aside time to meet with
the person face-to-face at a mutually convenient time and place. When
possible, meet on “neutral turf” rather than one of your offices so no one has
42
 the “home court” advantage. E-mail and letter writing should be avoided, if
possible, to resolve conflict or to discuss sensitive topics, problems or hurt
feelings. It is too impersonal and indirect and increases the risk of
miscommunication and misunderstanding. A phone call is the next best
thing when in-person meetings aren’t possible.

4. Use a mediator, if necessary

If a situation is particularly volatile or troublesome and other
efforts have not worked and can invite a neutral third party, such as a
supervisor, to act as a mediator if this is agreeable to all concerned. A
mediator can remain objective, listen to both sides, and facilitate resolution
and compromise. Be firm on our objectives; there to resolve a conflict, not
defeat an opponent.

5. Apologize when appropriate

Be aware of own part in creating the conflict. If done
something wrong or inappropriate, be willing to acknowledge it and say
you’re sorry, even if the conflict is not entirely a result of your actions.
Sometimes you have to meet people halfway to get to where you want to go.
There always will be differing opinions and ways of doing things. Decide
which issues you can live with and which need addressing. If you bring up
only the most important issues, will develop credibility. On the other hand,
if make an issue about everything, will be labeled a complainer.
Take steps to minimize conflict at work before it happens. Work at
developing good relationships with coworkers and colleagues. Get to know
people. Be friendly and sociable. Everyone has different needs and priorities

43
 and comes from different cultural backgrounds. Contrary to what you’ve
heard, familiarity breeds respect.

6. Work on your communication skills

The ability to express yourself clearly will allow you to say what’s on your
mind, ask for what you want and need and get your point across. There is an
expression that a problem well-stated is a problem half-solved. Avoid
troublemakers as much as possible; they will suck you in and drag you
down. Don’t engage in gossip or backstabbing. Get the facts before jumping
to conclusions about something you’re heard through the grapevine. Know
when it’s appropriate to walk away from a confrontation, and always
consider the source in the face of criticism or hurtful comments.

IX. STEPS IN CONFLICT RESOLUTION

1. Identify the source of the conflict :

In this step, the administrator gathers maximum information regarding the
source of conflict. The more information she gathers about the cause of the
conflict, the more she will be able to resolve it. The administrator uses a series
of questions to identify the cause of conflict such as What is bothering you?,
‘When did /OU feel upset?’, ‘When and how did the incident take Do you see a
relationship between your feeling and incident?’ The administrator as a mediator
gives to both persons a chance to share their problem. It gives better information
about the situation and impartial process. Occasionally, nodding head encourage
the disputants to continue to speak so administrator gathers very clear
information regarding the cause of the conflict.

44
2. Step 2: Look be-yond the incident:
In this step, the administrator observes the visible disruptive evidence of the
conflict in between the disputants and the level of stress experienced by them.
She calls them in her office and tries to find out the cause of conflict or the
factors responsible for conflict, the occurrence time as when they felt there is a
problem exists between them and she asks the view points on the conflict.

3. Step 3: Request solutions:

After getting the disputants’ viewpoint on the conflict, the next step is to get each
to identify how the situation could changed. As a counselor, the administrator
asks the disputants as how they can make the conflict solved. She behaves like an
active listener, observes disputants’ body language, emotional status and their
verbal language during conversation with them Slowly the disputants stop
blaming each other and come to a cooperation level. Till such time the nurse
administrator keep silence and listen to the disputants carefully.

4. Step 4: Identify solutions and both disputants can support:

The administrator listens and finds the most suitable courses of resolution at the
cost of the benefits to the organization as well as individuals’ point of view.

5. Step 5: Agreement:
The nurse administrator allows the disputants to agree to one of the alternatives
identified in the previous step. They select one course of action and agrees to
resolve the conflict. The disputants ensure that in future how they can help in
preventing conflict in the organization. The step concludes agreement between
two disputants and shaking hands with each other.

45
X. STYLES OF CONFLICT MANAGEMENT:

a) Cooperative problem Solving style: Choosing a cooperative problem-solving

style, enables people to work together so everyone can win. Using this style,
people try to find a solution that will help everyone to meet their interests and
help everyone to maintain a good relationship.

b) Competitive style: Choosing a competitive style means .that a person who is

assertive and uncompetitive is putting his/her interest before anyone else’s
interests. In fact, sometimes people who use the competitive style try so hard to
get what they want that they ruin friendships.
c) Compromising style: People choose a compromising style when it is important
for them to satisfy some of their interests, but not all of them. People who
compromise are likely to say let’s split the difference or something is better than
nothing.

d) Avoiding: People who chose the avoiding style do get involved in a conflict. A
person choosing the avoiding style might say ·you decide and leave me out of it.

e) Accommodating style: People who choose an accommodating style put their

interests last and let others have what they want. Many times these people believe
that keeping a good friendship is more important than anything else.

46
 f) Collaborating style: The person using this approach is more assertive and,
cooperative. This person attempts to work with the other person to find a solution
that fully satisfies both parties. Collaborating works on identifying each other’s
problem and insights, or collaborating to solve an interpersonal problem.

XI. ROLE OF NURSE ADMINISTRATCR IN CONFLICT MANAGEMENT

1. Communicates vision, mission and Philosophy of the service administration to all

nursing personnel.
2. Ensures all nursing personnel understand and aware of channel of communication
through the organization chart.
3. Establishes dear cut expectation from nurses of facilitating well-defined job
description.
4. Ensures sufficient resources for effective patient care
5. Provides a conducive work environment for all nurses.
6. Periodical counseling, coaching and training given to nurses to empower their
services.
7. Maintains democratic, transformational and servant leadership styles.
8. Facilitates adequate supervision to ensure quality care and patient safety.
9. Conducts periodical in-service education program on conflict management,
workplace stress management and interpersonal relationships in hospitals.
10. Establishes a cohesive group of nursing personnel by organizing periodical
formal and informal meetings.
11. Ensures work load balancing to the preparation and qualification of nurses.
12. Identifies and resolve Generational work force conflict immediately Her
mentoring role here is very important for novice nurses.
13. Maintains good public relations in the hospitals.
47
XII. APPLICATION TO NURSING PRACTICE

a) CONFLICT: the nurse, disagree with how a pediatric patients parents are
handling their child medical situation.
b) ACCOMMODATING : Nurse go above and beyond to provide the caring and
nurturing that nurse think they fail to provide , and you are internally upset about
it.
c) AVOIDING: nurse refuse to acknowledge the situation and conflict, and do not
become involved.
d) COMPETITIVE: Nurse actively argue with parents about what care they should
be providing for their child

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 NEGOTIATION

I. INTRODUCTION
Negotiation is the process of bargaining, where two parties, trying to reach
an agreement on mutually accepted terms to acquire each others want. It is
decision making process among interdependent parties who do not share
identical preferences. It is through negotiation that the parties will decide
what each will give and take in their relationship.
II. DEFINITION OF NEGOTIATION
According to Robbins, A process in which two or more parties exchange
goods and services and attempt to agree upon the exchange rate for them.
According to Bill Scott, A negotiation is a form of meeting between two
parties that is our parties and other parties.

According to Winston’s Advanced dictionary , the discussion and bargaining

that goes on between parties before a contract is setteled or deal is agreed
upon.

III. IMPORTANCE OF NEGOTIATION

1. Certainity
The aim of contract negotiations is firstly to achieve certainity, to record what
is being supplied , when in what quantities and to what are the consequences
of delay or failure to meet the agreed requirements.
2. The best deal

49
 Seeking clarity does not conflict with the view that negotiations should achieve
the best deal, it merely points out that both parties to a negotiation have to
understand what it is that they have to understands what it is that they have
agreed to.

3. Achievement of an organization’s objectives

The goal of every negotiation must be to achieve a result, even if it falls short
of the original objective, can be considered a satisfactory advancement towards
it.

4. Create of a long –term relationship between the parties

Whilst that is not always possible, and some culture, such as the Japanese,
place more emphasis on this aspect of negotiation, this is increasingly
important as companies build networks of alliances

IV. FACTOR AFFECTING NEGOITIATION

Place: familiarity with surrounding helps in boosting confidence.

Time : Time should be adequate for smooth exchange of ideas and securing
agreement before it is to late.
Attitude: attitude of both parties should be positive that is willilgness to
make an agreement or deal.
Subjective factors: like relation of two parties involved, status difference,
information and expertise.

V. PRINCIPLES OF NEGOTIATION:

50
 a) Principle of Preparation: understanding the issues and the people and
equipping the team for the process.
b) Principle of Relationship: developing a strategy for maintaining the relatio
nship before , during and after negotiations.
c) Principle of Communication: building trust by applying an open
communication style.
d) Principle of Problem-solving: exploring options and strategies for
reaching agreement

VI. ELEMENTS OF NEGOTIATION

Three elements are important and likely to affect the ultimate outcome of the
negotiation:

1. Attitudes
2. Knowledge
3. Interpersonal Skills

 Attitudes

All negotiation is strongly influenced by underlying attitudes to the process

itself, for example attitudes to the issues and personalities involved in the
particular case or attitudes linked to personal needs for recognition

 Knowledge

The more knowledge you possess of the issues in question, the greater your
participation in the process of negotiation.  In other words, good preparation
is essential.

51
  Interpersonal Skills

Good interpersonal skills are essential for effective negotiations, both in

formal situations and in less formal or one-to-one negotiations.

These skills include:

 Effective verbal communication..

 Listening.

 Reducing misunderstandings is a key part of effective negotiation.

 Rapport Building.
Build stronger working relationships based on mutual respect.
 Problem Solving.
Decision Making.
Learn some simple techniques to help you make better decisions
 Assertiveness.
Assertiveness is an essential skill for successful negotiation.
 Dealing with Difficult Situations.

VII. NEGOTIATION PROCESS

Offer: First proposal made by one party to another in the negotiation stage.
Counter Offer: Offer made by second party to first party to first party, or
proposing their offer against first party offer.
Concession: Increase or decrease made in the offer or change in the idea.
Compromise: Sacrifice made by both or one party.
Agreement : Point where both parties agrees, which is beneficial to both.

52
VIII.
A
V
U
B
R
S
D
I
T
O
G
E
N
TYPES OF NEGOTIATION

1. Distributive negotiation

The most distributive feature is that it operates under a zero sum game, that the
gain made by one person is loss incurred by the other person. Each person
involved in the negotiation defines ultimate point where the settlement will be
made

2. Integrative negotiation

The characteristics features of integrative bargaining is that it relies in win-win

situation and therefore uses a collaborative model of conflict resolution. Both
parties involved in negotiation process jointly look at the problem, try to search
for alternatives and try to evaluate them and reach a mutually acceptable
decision or solution

CHARACTERISTICS
Outcome
DISTRIBUTIVE
Win-lose
INTEGRATIVE
Win-win

53
 Motivation Individual game Joint and individual
gain
Interest Opposed Different but not
always opposite
Relationship Short term Longer or short -term
Issues involved Single Multiple
Ability to make trade – Not flexible Flexible
offs
Solution Not creative Creative

IX. STAGES OF NEGOTIATION

1. Initial stage
2. Middle stage
3. Ending stage

Initial stage

 Plan thoroughly
 Organize the issues
 Focus on mutual principles and concerns
 Be aware that the first offer is often above expectations
 Focus on long-term goals and consequences

Middle stages
 Revise stratergies
 Consider other options
 Increase power by getting the other side to commit first.

54
  Add credibility by getting agreements in writing.
 To get through with dead ends, just set it aside momentarily
 When asked for a concession, ask for a tradeoff.

Ending stage
 Counter a persistent negotiator by withdrawing an offer
 Do not expect in verbal promises
 Congratulate the other side

X. ISSUES IN NEGOTIATION

1. The role of personality trait in negotiation’

Traits do not appear to have a significantly direct affect on the
outcomes of either bargaining or negotiating process.
2. Gender difference in negotiations
Women negotiate no differently from men, although men apparently
negotiate slightly better outcomes. Men and women with similar
power bases use the same negotiating styles. Women’s attitudes
toward negotiation and their success as negotiators are less favourable
than men’s
XI. ROLE AND RESPONSIBILITIES OF NEGOTIATOR

1. Negotiation is a dialog intended to resolve disputes and reach to an agreement

2. It is the primary method of alternative dispute resolution
55
 3. Negotiation can also be done to satisfy individual interests
4. Negotiations are daily affairs in business, legal proceedings government
affairs, and other such activities
5. Unity within team is the most important attribute
6. The team should understand the subject
7. Decide which information is needed and which is not in the process.
8. Took some points that provide help to other side try to avoid them
9. Prepared with full range of knowledge and expertise
10. Knowing the other side very well
11. Team leader discuss with other team members such as behavior analysis and
their feedback
12. It is good way to solve internal disputes

XII. SUMMARY

56
1. CONCLUSION

For the effective administration of any organisation co-ordination and

delegation are essential. Without these two functions it will be difficult to
achieve the organisational goals. The right to delegate and the ability to
provide formal reward for successful completion of delegated tasks reflect the
legitimate authority inherent in the management role. It is a major element of
the directing function of nursing management. It is an effective nurse
management competency by which nurse managers get the work done through
their employees. It was essential for management areas.
The interrelationship among nurses and other personnel, patients, and families
offer many potentials for conflict. For this reason nurse managers should know
how to manage conflict. Conflict management keeps conflict from escalating,
making work productive, and can make conflict a positive or constructive
force.

2. BIBLIOGRAPHY
1. Venketaraman Alamelu.(2017).Newer Trends in management of nursing
services and education. The health sciences publisher. First edition. India. Page
no : 79, 165-170
2. Raj Bhaskara Elankuvana.(2015).Management of Nursing Service and
Education. Emmess Medical Publishers. Third edition. India. Page no: 148-151

57
3. Deepak K “ A comprehensive text book nursing management” , 1 st
edition(2003) Emmes medical publishers, Bangalore.
4. I.Clement“ Management of nursing services and education”, 2011, Elseiver
publication, Haryana.
5. BT Basavanthappa; Nursing administration; 2nd edition; Jaypee publications.
Pp 534-537.
6. www.currentnursing.com

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