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DELEGATION AND CO-ORDINATION

Introduction:
A single person can not do all the works in an establishment. Likewise a nurse
administrator has to depend on others for the variety of work that colleagues and
others do. The work needs to be distributed to different people who are expert in
the work or possess qualification to do the same. Its good to be a jack of all but
one has to be a master of at least one competency. The distributed work needs to be
coordinated so as to have the effective outcomes. In nursing practice this
delegation and coordination is very important to render the quality care to our
clients. In the field of administration also the nurse administrator must know whom
to hand over a particular job and how to get the work of different workers beaded
in a string to make a beautiful garland of it.
DELEGATION
Definition: Delegation is the dynamic process of management in which a
manager follows distribution of work in respect to unique positional placement of a
person. Louis A. Allen
Delegation consists of granting authority or the right to decision-making in certain
defined areas and charging the subordinate with responsibility for carrying out an
assigned task. Dougcas C. Basil
Delegation is a unique process whereby a superior divides his total work
assignment between himself and subordinate personnel in order to achieve other
operative and management specialization. Hodge & Johnson.
Meaning:
Delegation is a process which enables a person to assign others work and authority
to do it.
Need for Delegation:
It is impossible for a person to execute all the work in an organization.
It is important to achieve the objectives of the organization.
Single person cannot be vested with the entire decision making authority.

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Importance of Delegation:
One of the important methods of training subordinate and building morals.
Helps the manager to concentrate on the important work of planning,
organizing and controlling.
Aids to accomplish several simple and complex works.
Enables a person to discharge his duties effectively and economically.
Controls the functioning of business units located at different places. (Different
branches at different locations.)
Delegation of authority is one of the surest and best methods of getting better
results.
It is a tool for motivating and eliminating cumbersome information system.
Elements of delegation:
There are three elements of delegation. They are
1. Assignment of duties or responsibilities: When a superior has no time to
accomplish all the work, he/she assigns the responsibility to his immediate
subordinate.
2. Delegation of authority: There is always a need for authority to accomplish an
assigned task.
3. Accountability: It means that the subordinate is answerable to his immediate
senior. The person should accept responsibility for his own mistakes.
The superior, who delegates authority, is answerable to the management but not
the subordinate to whom the authority is delegated.
Principles of Delegation:
1. Delegation to go by results expected: Clearly know what is expected from a
person, before the delegation of authority.
2. Non-delegation of responsibility: A superior can delegate authority but not
responsibility. Assigning duties does not mean delegation of responsibility. The
ultimate responsibility for the performance of duties remains with the superior.
3. Authority and responsibility should commensurate with each other: A
subordinate can discharge his duties effectively and efficiently if there is proper
delegation of authority.
4. Unity of Command: It insists that a subordinate should get instruction from
only one superior.
5. Definition of limitations of authority: Written manuals of authority to
understand the direction and expanse of authority will avoid confusion
regarding the delegation of authority and enable effective functioning of the
concerned person.

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Types of delegation:
1) General Delegation: Granting authority to subordinate to perform various
managerial functions and exercise control over subordinates. These
subordinates are simultaneously supervised by top management.
2) Specific Delegation: The orders, directions or instructions are delegated to a
particular person specifically. E.g. personnel manager selection and
recruitment.
3) Written Delegation: Delegation made by written orders, instructions, etc.
Usage of proper words is essential.
4) Unwritten Delegation: The authority is delegated on the basis of custom,
conversion or usage. (No example)
5) Formal Delegation: The duties and authority are shown in the organizational
structure of the enterprise.
6) Informal Delegation: A person uses authority without getting it from the top
management. The reason is that he can perform his assigned duties effectively
in time.
7) Downward Delegation: When a superior could delegate duties and authority to
his immediate subordinate. This is most commonly used in any organization.
8) Accrued Delegation: Under this type of delegation, a subordinate can delegate
his authority to his immediate superiors. It occurs seldom in an organization.
9) Sideward Delegation: A person delegates authority to another person who is
also in the same rank as he is in the organization.
Advantages of delegation:
a) Basis of effective functioning: Delegation lays the basis of effective
functioning of an organization. It creates the relationship with others and
achieves various objectives of the organization.
b) Saving time: Delegation of authority enables the superior to allot more time to
important matters like planning, organizing, staffing, directing, coordinating,
controlling and decision-making.
c) Reduction of Work: Delegation relieves the superior from attending to the
routine matters. Normally, the routine matters are allocated to subordinates. It
helps the superior to carry out more responsible work alone.
d) Opportunity for development: Delegation of authority gives a very good
opportunity to the subordinate to grow. It helps in identifying the best person
among the various subordinates for development.
e) Benefit of specialized service: Delegation helps the superior to get the benefit
of specialized knowledge of various persons at lower levels. E.g. Production is
delegated to production manager.

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f) Effective supervision: Delegation of authority enables effective managerial

supervision.
g) Efficient running of branches: If the business has any branches, the branch
affairs or activities are looked after by a separate person. He is supposed to be
in charge of his branch. When he can get adequate authority with responsibility
he could work for the smooth and effective functioning of the particular branch.
h) Interest and initiative: Whenever the delegation of authority takes place, the
subordinates may work with interest. In certain cases subordinates take
initiative to work properly.
i) Satisfaction of subordinates: Delegation of authority will satisfy the selfactualization needs of the individual.
j) Expansion and diversification of business activity: The subordinates are fully
trained in decision making in various fields of the business by using the
delegation of authority. This type of talents of subordinates an be used by the
top management in the expansion and diversification of the business activities.
Problems of delegation:
Two types of problems arise in delegation of authority and responsibility. They are

I) Hesitation on the part of superior

II) Hesitation on the part of the subordinates
I.
Hesitation on the part of the superior:
1. Perfectionism Many superiors think that he/she is better than others which
is true to a certain extent by virtue of his/her experience. He/she may
demand the same expertise from the subordinates without giving them
opportunity and time to develop the required skills.
2. Autocratic attitude Some superiors prefer retain powers in their hands.
They always interfere with the limited authority of their subordinates.
3. Directions Many superiors lack the ability to direct their subordinates
properly.
4. Confidence Many times superiors show lack of confidence in themselves
and their subordinates.
5. Control Superiors wish to retain their control over subordinates and keep
up the importance of his role.
6. Avoidance of risk The superior has to take the risk even if he delegates the
authority. Only few managers are ready to run the risk.
7. Competition Subordinates learn much than superiors by taking advantage
of delegated authority. This results in emergence of more talented person
than the superior. Superior does not like this and avoids competition in
future.

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8. Inability of the subordinate - The subordinate does not have ability to accept
any new work. The superior then hesitates to delegate the powers.
9. Inability of the superior The superior may be an inefficient person with
faulty methods of work procedures. In such cases the superior prefers to
keep all the authority to himself.
II.
Hesitation on the part of the Subordinates:
a)
Love of spoon-feeding Subordinate does not take decision even if given a
chance to do so.
b)
Easier to ask Subordinates often find it easier to ask their superiors for an
answer than to find it out for themselves.
c)
Fear of criticism Subordinate may fear criticism even for a silly mistake in
his decision making. This suppresses the initiatives of the subordinates.
d)
Lack of information / resources A subordinate may hesitate to take new
assignment due to lack of information of resources to fulfill it effectively
and efficiently.
e)
Lack of self-confidence This leads to not accepting any authority.
f)
Other work - Subordinate may feel that they will not be able to do additional
work along with the existing work.
g)
Inadequate incentives Some subordinates may feel that they may fail and
hence they dont want to accept additional responsibilities.
Steps involved in successful delegation:
Step I - Establishment of definite goals
Step II Developing personal discipline for supervision.
Step III Establishment of definite responsibility
Step IV Motivation of the personnel
Step V Determining what to delegate
Step VI Training the subordinates for the new assignments.
Step VII Report Collection from the subordinates
Step VIII Control Over the performance of the subordinates.
Pre-requisites for effective delegation of Authority:
The superior must understand the authority and responsibility of their own.
The superior must decide the portion of his authority that he wants to delegate.
The supervisor must have thorough knowledge of the abilities and inabilities of
his subordinates.
The supervisor must ensure that the subordinates have understood the delegated
work in the right direction.
The supervisor must delegate only the routine functions to subordinates.
The supervisor must understand the need, importance and value of delegation.

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The supervisor must delegate the work that can be performed independently.
The supervisor must dissuade the subordinates from being tempted to take
decisions by them selves.
The supervisor must release the decision making powers to his subordinates.
There should be adequate communication network within the organization.
There should be a clear definition of standard of accountability.
Delegation must be done in accordance with the overall plan for the completion
of the work.
The delegation of authority should be confined to the organizational structures.
CO-ORDINATION
Definition: To co-ordinate is to harmonize all the activities of a concern so as to
facilitate its working and its success. - Mr. Henry Fayol
Co-ordination is the effort to ensure the smooth interplay of the functions and
forces of all the components and parts of an organization to the end that its purpose
will be realized with a minimum of friction and a maximum of co-operative
effectiveness. Ordaray Tead.
Characteristics of Co-ordination:
1. Not a separate function of management: It is integrated in all functions of
management.
2. Managerial responsibility: Every departmental head is responsible to coordinate the efforts of his subordinates.
3. Co-ordination is necessary at all levels of organization: It is not bought or
left to chance hence top officials are to make deliberate efforts to bring coordination.
4. Provides unity of action: Unity of action is necessary to obtain common
objectives. Unity of action is heart of co-ordination process.
5. Relevant of group efforts: Group efforts rather than individual efforts are
necessary to bring about co-ordination.
6. Continuous and dynamic process: Co-ordination starts with planning process
and ends with controlling process.
7. System concepts: An organization is system of co-operative efforts. Each
department functions are different in nature and have inter-dependence. The
organization runs smoothly with the help of co-ordination. Thus co-ordination
is a system-concept.
Importance of Co-ordination:
1. Unity in diversity: Effective co-ordination I the essence of good
management. There are large numbers of employees and each has different

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2.

3.
4.

5.

6.

7.

8.

9.

ideas, views or opinions, activities and background. Their diversified

activities will be inefficient in the absence of co-ordination.
Team work: The efforts, energies and skills of various persons should be
integrated as group efforts to achieve the objectives or organization. Coordination also eliminates the duplication of work thus leading to economic
and efficient management.
Functional differentiation: Each department performs different jobs. They
need to be coordinated to achieve the general objectives of the organization.
Specialization: Specialists working in a department know their respective
fields thoroughly. They are able to judge the scope, nature and kind of work
they perform. But they fail to know the job of others and the importance of
others performances. This tends to cause dispute among the specialists of
different departments. Such disputes can easily be solved with co-ordination.
Reconciliation of goals: In an organization the individual workers goals,
departmental goals and general goals are to be met. Individuals give more
importance to their own goals than the departmental and organizational
goals. The department members give more importance to their departmental
goals than the organizational goals.
Co-ordination reconciles the
employees goals with both departmental and organization goals.
Large number of employees: Different people behave in different ways in a
particular setting by virtue of their habits, approaches and attitudes. Their
behavior may not be rational, understood or completely predictable. Coordination is essential to resolve such behaviors.
Congruent flows: It refers to the continuous flow of similar information
from one direction to other direction. Co-ordination ensures the smooth and
continuous flow of information regarding utilization of resources, activities,
using authority and output.
Empire building: It refers to top portion of line organization. The line
officers always expect co-operation from staff officers. They may not
reciprocate the similar co-operation. These conflicts can be easily answered
by co-ordination by mutual co-operation.
Differentiation and integration: The whole activity of every organization is
classified into specialized and homogeneous units. Authority is delegated to
various levels of organization. Co-ordination facilitates this process by
group efforts.

Principles of Co-ordination:
1. Early start: Co-ordination should be started from the planning stage. The
management should prepare the plan after consulting the concerned officials.

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2. Personnel contract: An agreement may be arrived on methods, actions and

achievement of objectives through personnel contract. Ideas, views,
opinions, recommendations, feelings, etc. are conveyed through personnel
contract. It avoids controversy and misunderstanding. Thus co-ordination is
achieved through co-operation and mutual understanding ands not by force,
order or coercion.
3. Continuity: Co-ordination is the key stone of organizational structure and
starts with planning and ends with controlling.
4. Reciprocal relationship: This principle states that all factors in a situation
are reciprocally related. Each factor influences other factors and is
influenced by other factors.
5. Dynamism: The external environment of business influences the internal
activities of the business. Prevailing circumstances influence the internal
activities and decisions.
6. Simplified organization: The departments with similar functions,
complimentary functions or supplementary functions are usually put under
one executive in order to ensure co-ordination between the departments.
7. Self co-ordination: Functions of one department affect the functions of
other departments and is influenced by the functions of other departments. In
such a case, the departments modify their functions in such a way so as to
affect the functioning of other departments favorably. Effective
communication between departments brings about the necessary coordination through appraisal of the functions of another department.
8. Clear-cut objective: The departmental heads should know clearly the
objectives of the organization. Clear-cut objectives and clear explanation of
objectives are bound to produce uniformity in action.
9. Clear definition of authority and responsibility: The management should
clearly define the authority and responsibility of each individual and of each
department. This will facilitate effective co-ordination in an organization. It
becomes easy to set limits and watch irregularities among the subordinates.
10.Effective communication: Effective communication is the hallmark of
effective co-ordination. This aids to solve the departmental problems and
facilitate the effective use of staff-efforts to achieve the objective of the
organization.
11.Effective leadership: It aids in proper co-ordination a it creates confidence
in the minds of subordinates and increases the morale of the staff.
12.Effective supervision: Top executive may entrust the supervisors with the
supervision of successful performance of subordinates and identify any
deviation from the task as planned. This will enable them to check the faulty

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in time. For this there is need for co-ordination between the supervisors and
top executives.
Techniques of co-ordination:
Clearly defined objectives: When the objectives of an organization are
clearly defined the employees understand their role in achieving them in a
better way.
Effective chain of command: The line of authority decides who is
responsible to whom. This aids to have proper control over the activities of
subordinates.
Co-ordination through group meetings: Group meetings provide a
platform to discuss the problems bringing out co-ordination.
Harmonious policies and procedures: Rules and regulations, procedures
and programs are used as guidelines for taking a decision in a consistent
manner. It ensures uniformity in action at every level of management.
Effective communication: It promotes mutual understanding and cooperation among the various officials. It should be direct as far as possible.
Quick communication facilitates the performance.
Sound organizational structure: Sound organizational structure integrates
the activities of different units and sub-units in an organization. Horizontal
co-ordination as well as vertical co-ordination is achieved with sound
organizational structure.
Co-ordination through liaison officer: Liaison officer acts as a link
between persons. The external co-ordination is obtained through him. He is
responsible to maintain cordial relations with the government and outsiders.
(PRO)
Co-operation: Co-operation is the result of better relations among the
employees in the organization. Informal contacts, sound policies and
procedures are encourages to ensure co-ordination through co-operation.
Self co-ordination: The inter-related departments are benefitted by the
functioning of one another. This promotes self co-ordination.
Co-ordination by leadership: A leader can motivate the subordinates and
identify the interests of individuals. These are used to get co-ordination.
Incentives: The term incentives include only monetary incentives. They are
increments in the pay scale, bonus, profit sharing and the like. These
promote better team spirit resulting in better co-ordination.
Types of co-ordination:
There are two types of co-ordination namely, Internal and external.

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1. Internal Co-ordination It is establishment of relationships with a view to

coordinate the activities of all the managers, executives, divisions, subdivisions, branches and other workers.
a. Vertical Co-ordination Refers to that co-ordination in which a superior
authority co-ordinates his work with that of his subordinates and vice-versa.
b. Horizontal Co-ordination Refers to the establishment of relationship
between the persons of the same status. E.g. co-ordination between
departmental heads.
2. External Co-ordination It is the establishment of relationship between the
employees of an organization and the outsiders of the organization. This
relationship is established for the benefit of the organization as a whole.
Common outsiders of an organization are Market agencies, General public,
Competitors, Union Government, State Government, local self-governments
and other government agencies, different institutions rendering auxiliary
services, financial institutions, Different industrial organizations, technological
agencies, and different commercial organizations. Public Relations Officer is
responsible to maintain the co-ordination with external institutions.
Problems of Co-ordination:
1. Natural hindrances: Food, earthquakes, fire, etc. affect the behavior of
individuals and the group as a whole. It result in ineffective co-ordination.
2. Lack of administrative talent: It arises due to selection of in-efficient
candidates. They fail to understand the administrative procedure properly.
3. Lack of techniques of co-ordination: New techniques of effective coordination must be developed for the progress.
4. Ideas and objectives: Each management has its own objectives and finds ideas
to achieve them. When managers confuse these objectives with ideas then the
problem of co-ordination may arise.
5. Misunderstanding: Problem of co-ordination creeps in due to
misunderstanding among the employees.
Steps for Effective Co-ordination:
There should be proper delegation of authority and responsibility at all levels of
management.
All the activities of an organization should be divided department-wise or
section-wise according to the size of an organization.
Preparing and adhering to rigid rules and regulations, procedures, policies, etc.
Establishment of an effective communication system.
Establishment of employees grievance cell.

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There should be a proper system of reporting.

Skilled workers are to be rewarded adequately.
The management should induce the employees to take active part in meetings,
committees, conferences, seminars and the like.
The management should encourage the employees to have friendly relationship
with others.
Managers should have opportunities to get training in the area of leadership, coordination, planning, staffing and the like.
Conclusion:
One person cannot do everything in an organization. The task need to be divided in
the procedural form and then delegated for its effective implementation. The
delegated work is required to be co-ordinated for its accomplishments, the
problems faced and the ultimate goal. A lot of tasks like supervision, training of
taskforce, acquiring required manpower, material, budget planning lie in between
that call for managerial skill. Delegation and coordination are two important
procedures that are indivisible part of the whole management in addition to its
fragmented tasks.
Bibliography:
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House, New Delhi, 2009, Pages127-137 &289-298.
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Delhi, 2008, pages 135 140.
3. Catalano Joseph T. Nursing Now! Todays Issues, Tomorrows Trends. 4th
edition, Jaypee Brothers, New Delhi, 2008, pages 290 297.
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Nursing. 6th Edition, Lippincott Williams and Wilkins, Philadephia, 2004.
5. Nidagundi Sangmesh. Nursing administration Budgeting. Trends in
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6. Dr. Kokilavani N. and K. Radha. Significance of Administrative Varitivity
in Nursing. Nightingale Nursing Times, August 08.
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Lippincott Williams and Wilkins, London, 2005.