COORDINATION

&DELEGATION IN
NURSING
MANAGEMENT

Presenter: Indu bala

Moderator : Ms. Priyanka Malhotra MADAM
Nursing Tutor, AIIMS, Rishikesh
Introduction
 Coordination is considered as an essential element of
administration. Co-ordination is the unification, integration,
synchronization of the efforts of group members so as to provide
unity of action in the pursuit of common goals.

 It is a hidden force which binds all the other functions of

management. Achieving organizational goals is possible if all the
departments of the organisation are effectively co-ordinated in a
unified direction.

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Definition of Coordination
 According to Mooney and Reelay, “Co-ordination is orderly
arrangement of group efforts to provide unity of action in the pursuit
of common goals”.
 According to Charles Worth, “Co-ordination is the integration of
several parts into an orderly hole to achieve the purpose of
understanding”.

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 Cont…
 According to Henry Fayol “ to co-ordinate is to harmonize all the
activities of a concern so as to facilitate its working and its
success”

 According to G.R. Terry, “Co-ordination is the orderly

synchronization of efforts to provide the proper amount, timing
,and directing of execution in harmonious and unified actions to a
stated objective.”

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Purpose of coordination:
 Effective coordination is a milestone in achieving the goal by
establishing a competent management.
 Coordination is not a one- shot deal. It is never ending process
of ensuring the smooth running of an organisation for
achievement of organizational goals within the timeframe.

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Features of Coordination –
 Group effort – Coordination is a relevant
to group effort and leads to integration of
all activities in the nursing organization to
render the best possible nursing care.
There is no need for coordination when an
individual works in isolation without
affecting anyone’s functioning.
 Essence of management – coordination
is not a distinct function, but the very
essence of management. It is inherent in
the managerial job.

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 Conscious activity – Coordination does not arise spontaneously or by
force. Coordination is conscious activity & various skills are required
to have the coordination within the department.

 Responsibility management- Coordination is the basic responsibility

of management and it can be achieved through managerial functions.
No manager can evade or avoid this responsibility if he/ she wanted to
run his organisation smoothly.

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 Continuous and dynamic process – Coordination is a continuous or
on-going process. It is also a dynamic process. It has to be achieved
dynamically through the managerial activities and required to be
maintained continuously.
 Unity of actions – All the activities in the department are unified in
pursuit of common goal as per institution’s vision and mission.

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 Integration of activities – Coordination is achieved through
integration of various activities.
 Pervasive function – Coordination is pervasive in nature because it is
required at every level and by every manager.
 Common purpose – Coordination has a common purpose of getting
organizational objectives accomplished in a smooth manner.

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Importance of Coordination

 Creative force - Group efforts when coordinated enthusiastically ,

create a result greater than the sum total of the individual and
isolated.

 Unity of direction - co-ordination ensures unity of direction by way

of securing spontaneous collaboration on the part of different
departments.

 High employee morale - co-ordination enhances the general level

of employee morale and provides satisfaction.
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 Diverse and specialised activities - Total activities of an organisation
are divided into several units and subunits on the basis of either
product specialisation or service specialisation.

 To avoid personal rivalries and prejudice - Human organisation give

rise in course of time to the development of personality politics among
members.

 To avoid conflict of interests - Subordination of individual interest to

general interest often happen in organizations. There is need for
coordination to avoid conflicts or overlapping in the work of
employees or units or as organisation.
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Elements of coordination –

 Balancing – To create a balance between the resources of

different departments.
 Timing – Adjusting time schedules of different activities so that
they support and reinforce each other.
 Integrating – Integrating is involving unification of the diverse
interests under the common purpose.

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 Principles of Co-ordination
 Parker Follet’s four principles
1) Principle of early stage
• According to this principle coordination must start at an early stage
in the management process.
• It must start in planning stage so that it results in making best plans
and implementing these plans with success.
• Coordination can be achieved more easily in early stages of
planning and policy-making.
• Early coordination improves the quality of plans.
 
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2) Principle of continuity
• Coordination must be a continuous process.

• Management process includes Planning, Organising, Staffing, Directing,

Controlling etc. & coordination is required continuously at each step.

3) Principle of Direct Contact

• According to this principle all managers should have a Direct Contact with
their subordinates.

• It enables managers to coordinate different activities of their subordinates

effectively and efficiently. Face to face communication reduces chances of
misunderstanding.
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4) Principle of Reciprocal relations

• Decisions and action of all the people and departments of the

organization are interrelated.

• Decision of one person or department will affect all other persons and
departments in organisation.

• So before taking any decision or action manager must think about its
long term effects.

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 Additional principles
 
 Principle of effective communication
• Coordination will be successful only in the presence of an effective
communication.
• Good communication must be present between all departments,
within employees themselves, and even between managers and
their subordinates.
• Good communication helps to avoid misunderstandings in the
organisation.
• All communication barriers and gaps must be avoided and fixed.

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 Principle of Mutual Respect
Without mutual respect, coordination may not survive for long.
Managers must respect feelings and emotions of employees & there
should be close harmonious relations between top management,
middle management & lower management employees.

 Principle of Clarity of objectives

Everyone in an organization must know the objectives very clearly.

Coordination will be successful only if the organization has set its clear
objectives.

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Types of coordination

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On the basis of scope:

 Internal:
• When the coordination is between the different units of an
organization within and is achieved by integrating the goals and
activities of different departments of the organization. 
 External:
• It refers to coordination between an organization and its external
environment comprising government, community, customers,
investors, suppliers, competitors, research institutions, etc. It requires
proper match between policies and activities of the organization and
the outside.
•  
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Cont..

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 On the basis of hierarchy

 Vertical:
• When the coordination is between different levels of the
organization and has to ensure that all the levels in the organisation
act in harmony and in accordance with the goals and policies of the
organization. Vertical coordination is assured by top management
through delegation of authority.
 Horizontal or lateral:
• It refers to coordination between different departments and other
units at the same level of the management hierarchy.

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Procedural and substantive coordination:

 Procedural means specifications of different units in same

organization, whereas, substantive is concerned with the content of
organizational activities.

 For example in an automobile plant an organizational chart is an

aspect of the procedural coordination, while blue prints for the
engine block of the car being manufactured is an aspect of
substantive coordination.

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Techniques of coordination

Basically there are two basic techniques of coordinating

 Extrinsic coordination (Chatman 1991)
 Intrinsic /Cognitive Coordination (Kreps, 1997 ;Witt 1998, 2000).
 Extrinsic coordination is by relying on instructions, and
monitoring mechanism.
 Intrinsic coordination is by achieving a commonly shared
understanding of the organisation’s goals and procedures among
the members/employees.

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 Cont..
 For example when any entrepreneur hires their first employee,
he/she has two alternatives for coordinating the work. First, she
can specifically instruct the employee about what to do, and then
monitor the employee regularly.
 If monitoring becomes problematic, the entrepreneur can
implement appropriate incentives. Alternatively, she can tell the
employee the company’s goals and instill the employee’s
attachment to them. In fact, entrepreneurs can use such attachment
as requirement of employment (Chatman 1991).

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 Preconditions to effective coordination
The chances of achieving effective coordination are greatly enhanced
when several preconditions have been met. These are:
 Participation
 Coordination becomes viable when employees actively participates in
the coordination process.
 On the basis of hierarchy employees need to participate in deciding
the policies, procedures, strategies and plans that will affect their
operations. Participants must act to secure and maintain the
confidence of others, thereby creating an atmosphere of respect and
good will.
 

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 Impartiality
 Coordination should advocate the principles of impartiality.
 
 Transparency
 Coordination requires trust and trust requires transparency; the
willing & exact flow of information and open decision – making
processes without hiding the facts.

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Skills to achieve effective coordination:

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 Orderly and Sound planning – The goals of its units must be clearly
defined. Planning is the ideal stage for coordination & is done in
accordance with the goal. There should be clear-cut objectives,
harmonized, sound policies & planning in proper order and unified
procedures and rules to ensure uniformity of action to achieve the goal.

 Effective Communication – Helps in resolving differences and create

mutual understanding. Personal and face to face contacts are the most
effective means of communication and coordination.

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 Effective Supervision and Leadership – A good leader can
guide the activities of his subordinates in the right direction and can
inspire them to pull together for the accomplishment of common
objectives. Effective supervision is an important method of

resolving differences of opinion.

 Evaluation skills – The evaluation skills are required to

determine either the outcomes are achieved as well as when to make
changes & adjustments in the present existing plans & policies.

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 Proper delegation – Delegation is often required; hence
adequate delegation skills are required to get the work done.

 Voluntary coordination - Self coordination is possible in a

climate of dedication and mutual cooperation. It results from team –
spirit among the members of the organization, dedicated to achieve
the Goal.

 Direct contact- Communicating face to face and solving the

conflicts if any.

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 Meetings – Periodic meetings are very effective in
promoting the coordination, if organized properly these
are very fruitful.
 Coordination through committees – Committees ensure
that the problems arise out of personal relations and got
resolved effectively & timely.

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Management and coordination
 Management seeks to achieve co-ordination through its basic functions
of planning, organizing, staffing, directing and controlling etc.
 That is why, co-ordination is not a separate function of management
because achieving harmony between individuals efforts towards
achievement of a common group goal is a key to successful
management.
 A manager can be compared to an orchestra conductor since both of
them have to create rhythm and unity in the activities of group members.
 Co-ordination is an integral element or ingredient of all the managerial
functions as discussed further.

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 Co-ordination through Planning - Planning facilitates co-
ordination by integrating the various plans through mutual
discussion, exchange of ideas. e.g. - co-ordination between finance
budget and purchase department.

 Co-ordination through Organizing –Coordination is considered

as the very essence of organizing. Infact when a manager makes
groups and assigns various activities to his subordinates to organise
the work effectively, he keeps co-ordination uppermost in his mind,
for best output.

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 Co-ordination through Staffing - A manager should bear in mind
that the right number of personnel in various positions with right
type of education and skills are selected which will ensure right
men on the right job.

 Co-ordination through Directing - The purpose of giving orders,

instructions & guidance to the subordinates is served only when
there is a harmony between superiors & subordinates.

 Co-ordination through Controlling - Manager controls &

ensures that there should be co-ordination between actual
performance & standard expected performance to achieve
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organizational goals.
 Barriers of effective coordination
 Loss of Ad hoc communication
Lack of informal communication can also lead to ineffective
coordination. Kraut and Streeter found in their study that informal
communications is the primary way information flows.

 Lack of contact among employees

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 Time to initiate contact or communication

 Communication differences or preferences

 Lack of trust

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 Personal work style differences

 Different backgrounds of members

 Realization for communication

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Importance of Coordination in nursing
Coordination is extremely important in delivering health care
specially in nursing. Its importance can be described under
following points:
1. A promising key for quality healthcare system
 In the past, lack of unity among healthcare workers was one of the
barriers to the improved healthcare delivery system. With the
introduction of care coordination concept, it was predicted to be the
best solution in unifying the fragmented nature of the healthcare
system.
 The strategies helped in improving treatment outcomes while
maximizing cost-efficiency of healthcare services.
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 Cont..
2) Promotes unity in healthcare

 The concept of coordination encourages nurses to work cooperatively

with the multi-disciplinary healthcare team. The nurse will act as the
patient’s voice to other healthcare disciplines.
 As the nurse coordinates patient’s needs to other healthcare workers,
a tailored-fit team will be formed to manage the patient’s case.
 Treatment outcomes will be optimally achieved if the appointed
health care workers for the patient will work as a team.

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3)  Makes nurses knowledgeable about other disciplines of care

 When nurses serve as the patient’s coordinator of care, they will be

exposed to other healthcare disciplines.

 Learning about other healthcare procedures outside the nursing

practice improves nurse’s skill and competency.

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4) Improves nurses flexibility and resourcefulness

 Coordination challenges a nurse’s flexibility and resourcefulness.

As you participate in patient care plan, you will eventually tap your
existing resources.

 To maximize the patient’s outcome in healthcare, you may also be

encouraged to network with other resources inside & outside your
institution’s premises. This opens a bigger world of opportunities
for nurses as they expand their network.

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5) Improves quality of patient care
 As nurses, we don’t have any higher goal than to provide quality care
for patient’s health improvement. Utilizing nursing care coordination
helps greatly in achieving this nurses’ common goal. Improving quality
of patient care is the heart of care coordination.
6) Serves as a good foundation for specialized or advanced nursing
degrees
 Nowadays, there are several organizations and educational institutions
offering courses in Coordination. In American Nurses Association, an
online course about care coordination is being offered. 
Care Coordination: Enhancing the RN Skill Set is an interactive
blended course
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 Research Input

 The importance of relational coordination for integrated care

delivery to older patients in the hospital.

 This was a cross-sectional study investigating the relational

coordination among professionals providing healthcare to
hospitalized older patients and assessed its impact on integrated
care delivery.

Jacqueline M., Jane M., et. al. Journal of Nursing Management, October 20, 2012.
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 In this study data was collected using structured questionnaires
distributed to 192 hospital professionals (44% response rate).
 Analyses showed that relational coordination was positively related to
integrated care delivery (P ≤ 0.05).
 Relational coordination was lower among professionals in some of the
same discipline but higher between nurses than between medical
specialists and others.
 Relational coordination and integrated care delivery were significantly
higher in geriatrics than in other units (P ≤ 0.001).
Conclusion of the study
 The enhancement of relational coordination among healthcare
professionals is positively associated with integrated care delivery to
older patients.

Jacqueline M., Jane M., et. al. Journal of Nursing Management, October 20, 2012. 47
Conclusion

 Coordination is the life

line of management.

 A good Coordinator is
a good Leader and A
good Leader is a good
Manager.

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DELEGATION IN NURSING
MANGEMENT

PRESENTED BY:
INDU BALA
50
 Introduction

 Delegation is the assignment of authority and responsibility to

another person to carry out specific activities.
 The person who delegated the work remains accountable for
the outcome of the delegated work.
 Delegation provides a means for increasing productivities.
 Delegation empowers a subordinate to make decisions

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

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 “Transferring to a competent individual the authority to
perform a selected nursing task in a selected nursing situation
. The nurse retains accountability for delegation”.
(National council of state nursing board, 1996)

 "The transfer of responsibility for the performance of an

activity from individual to another while retaining
accountability for the outcome".
(American Nurses Association)

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 Purpose of delegation
 To achieve organizational goal
 Time and cost savings
 Professional growth of employees by imparting activity
delegation & then training to them.
 Professional growth of the manager and decreased burden of
work load.

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 Helps the chief executive to devote more time in decision
making, policy formulation and planning.
 Makes the organization to act efficiently and economically
and bring flexibility in it.
 Helps in creation of managerial class and develops a sense
of responsibility in subordinate.
 Delegation avoid delay and helps in achieving the common
organizational goal at appropriate time

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 Why there’s a need for delegation?

 Increased acuity of patients

 Increased RN responsibilities
in the management of the
nursing unit/organization
 Accelerated pace and changing
health care environment.

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Three foundations for delegation

1. Authority
2. Responsibility
3. Accountability

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 Components of Delegation

 Care outcomes- patient care is safely provided

 Accountability and Responsibility
 Sharing Activities
 Appropriate Authority

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 Essential aspects

 Assignment of duties and task.

 Grant of authority, power, right or
permission.
 Creation of obligation or accountability.

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Types of Delegation

 General or Specific Delegation

 Formal or Informal Delegation
 Lateral Delegation

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Principles for Delegation

1. Should be written and specific.

2. Assignment of duties in terms of expected

results.

3. Parity of authority and responsibility, while

assigning duties to subordinates, there should
be equality of authority and responsibility

4. Clarification of limits of authority

5. Unit of command 61
62
 Rights to delegation
 Right task
 Right circumstance
 Right person
 Right direction/communication
 Right supervision/evaluation

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Right task
 Is there potential for harm?
 How complex is the task?
 What problem-solving skills are required to carry out the task?
 What is the predictability of the outcome?
 Patient interaction/ability?

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Right circumstance
 Consider the condition and acuity of the patient
 Organization documents – the job descriptions,
policies, and procedures within the organization
will guide to whom and what can be delegated.

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 Right person

What task can be delegated to what level of personnel.

 Determines the scope of practice for each position
 Issues regarding standards of care that guide practice
 Policies and procedures (determine what can be done and what
level of personnel can carry out the task)
 Job descriptions – Identifies job responsibilities.

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Right direction/communication

 Communication should include:

 Task with clear expectations of what is to be done,
why it is being done, and till when the task should be
completed.
 What information should be reported back to the
nurse and when that information should be given to
the nurse

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Right supervision/evaluation
 Checking on the progress of the task.
 Checking on the outcomes once the task is performed.
 Obtaining feedback about the completed task from the
delegatee.
 Evaluate the effectiveness of the delegation with the
delegatee.

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Styles of Delegation

 Controlling style
 Coaching style
 Consulting style
 Coordinating style

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Controlling style

 The controlling style is most often used when delegating

tasks to an individual who has limited experience with those
tasks.
 This style requires a substantial amount of time and input
from the manager since you have to thoroughly describe the
task to the employee from start to finish.

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Coaching style
 When we adopt the coaching style, we closely supervise the
completion of the task, but less than when we use the controlling
style. Coaching style should be used when delegating tasks to
employees with a moderate amount of experience.
 When we delegate using the coaching style, employees
completing tasks under our supervision, feel more responsibility
than they do under a controlling delegator. Because of the
increased responsibility, employees tend to feel more motivated.

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Consulting style
 When managers use this style, they give the employee more
freedom in completing the task than in the controlling or coaching
styles.
 It's most appropriate to use the consulting style when you're
delegating to an employee who has had previous experience with
similar tasks.
 The employee is responsible for completing the task independently
when we use the consulting approach. But, if the employee require
support, input, or other types of assistance, the consulting manager
should be available as a resource.

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 Coordinating style

 When we use this style, we assign full responsibility for completing

the task to the employee we are delegating .
 The two key components of this style are -
• Minimal feedback
• A high level of autonomy & responsibility.
 The result is a highly motivated and industrious workforce.

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Delegation Process
 Define the task
 Decide on the delegate
 Determine the task
 Reach an agreement
 Monitor performance
 provide feedback

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 Levels of Delegation  
 As a leader, whenever you delegate a task, you need to make it clear
at
what level of authority you are conferring to others.
Level 1: Do exactly what you are asked to do.
Level 2: Research the topic and report back.
Level 3: Research the topic, outline the options, and make a
recommendation.
Level 4: Make a decision and then tell me what you did.
Level 5: Make whatever decision you think is best.

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 SMARTT Delegation

 S - Be specific. Delegating vague or unclear assignments decreases the chance

of success
 M - Delegated tasks must be measureable.
 A - Activate your members. Follow up and motivate to those you delegate
tasks
 R - Be realistic. Remember your members are students too, you must have
realistic expectations
 T - Establish a clear timeline for the completion of the task. If you do not
clearly communicate a deadline, it probably won’t be done when you need it.
 T - Be sure to recognize and thank members for their hard work.

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Strategies for effective delegation
 Plan ahead
 Identify necessary skill and
levels
 Select most capable person
 Communicate goal clearly
 Empower the delegate
 Clarity for delegation in the
management philosophy and
policies.

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 Set deadlines and monitor
progress
 Provide guidance
 Evaluate performance
 Reward accomplishment
 Proper communication system
techniques
 Develop appropriate control
methods.
 Delegation boundaries need
to be defined.

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 What to delegate ?

The following list provide guidelines for determining

what should be delegated.
 Routine or standardized task with predictable outcomes
that are not threatening to the health of the patient.
 The task requires no judgment based on nursing
knowledge or expertise.
 The result of the task are reasonably predictable

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 The task can be performed safely, according to exact,
unchanging directions with no need to alter the standard
procedures for performing the task.
 The performance of the task does not require complex
observations or critical decisions with respect to the task.
 No repeated nursing assessment are needed.
 The consequences of performing the nursing task
improperly, are minimal and not life threatening.

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 Advantages
 Delegation servers as a vehicle of coordination. The various
levels of the organization are used more appropriately.
 A sound system of delegation tends to develop an increased
sense of delegation & responsibility and enhanced potential
work capacity of individual employees
 It reduce the executive burden, it relieves the superior from
time consuming minor duties and allows him/her to concentrate
more effectively on major responsibilities of his/her own
position

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 Cont..

 Proper delegation of authority is conductive to an effective

control over operation.
 Delegation minimizes delay when decisions are no longer to be
referred up the line
 Delegation permits the subordinates to enlarge their jobs to
broaden their understanding and to develop their capacity.
 Delegation raises subordinates position in stature and importance
and increase their job satisfaction

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Disadvantages

 Frailty of human life

 Unfamiliarity with art of delegation
 Incapacity of subordinate to perform the act of delegation

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GOOD DELEGATION BAD DELEGATION

 Freedom is given to the individual or team to achieve • Delegatee feels frustrated and confused,
the outcome restricted or demotivated
Good Delegation v/s Bad Delegation;

 The outcome and expectations are clear and • ‘My way or the highway’ – persons delegated,
unambiguous
see no room to explore alternative options
 The tone of the delegation is supportive
• Delegatee feels that opportunities have been
 The delegatee feels confident in their abilities and
missed with a lack of permission to adapt and
specifically why they were chosen
respond to possibilities to improve.
 Colleagues and stakeholders understand the task has
been delegated are supportive of the delegatee • Lack of clear preferred outcome
 Deadlines and milestones are clear and followed • Lack of deadline
through to action • The delegatee doesn’t receive feedback on
  performance and feels confused as to how
well he performed 84

 
 Authority to determine delegation
Legal Authority to Delegation Legal responsibility for the RN
to delegate a task to the PN or UAP is determined by
 Nurse Practice Act
 Employer’s statements including job descriptions, policies,
and procedures
 National standards of care
 American Nurses Association (ANA)
 Other National Organizations e.g. TNAI

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Additional Legal Principles
 RN remains legally responsible for delegated activities
 RN is accountable for appropriateness of delegated activities and
its accurate completion
 UAPs can not supervise other UAPs
 UAP or PN can not redelegate activities.
 UAP can not complete a pain assessment
 PN can not complete discharge teaching

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 Micromanagement & delegation
 Trust = autonomy + confidence. If you have confidence on a person, you
assign task and give them some amount of autonomy to complete the
task it means you trust on his caliber.

 Delegation is widely underused, especially in an environment where

reputation is a significant indication of whether someone is worthy of
promotion. Sometimes Delegation comes with the stigma that the person
who delegates is lazy . Although this may be true in some cases, but not
always.

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Errors in delegation

 Under delegation
 Over delegation
 Improper delegation

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Under delegation
 Lack of experience
 Lack of trust
 Fear of subordinates

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 Over delegation

 Poor management of time

 Feel insecure in their

ability to perform a task
timely.

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Improperly delegating
 Wrong time
 Wrong person
 Wrong circumstances

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 Barriers in delegation

 The superior’s belief that “I can do

it better myself”
 Lack of confidence and trust in
workers
 Low self confidence & insecurity.

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Vague job description
Inadequate training
Lack of adequate recruitment and selection
Time involved in explaining the task
Reluctance to take the risks involved in depending on
others.
Fear of loss of power

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 Subordinate resistance to delegation
 Failure of the delegator to see the
subordinates perspectives
 Workload assigned are highly
challenging both physically and
mentally
 Belief of employees that they are
incapable of completing the delegated
task.
 Over delegation

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Outcomes of weak delegation
 Low morale
 Reduced productivity
 Decrease interest in work
 Feeing over burdened
 Frustration
 Poor outcome

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 Research Input-1
 Nurses Working with Unlicensed Assistive Personnel: A
Phenomenological Study

 A phenomenological study involving total 30 registered nurses, staff and

managerial positions. Data was collected using an in-depth semi-structured
interview in two large general hospitals in Jerusalem.

 To describe the attitudes and behavior of registered nurses in their

professional interaction toward unlicensed assistive personnel (UAPs) and
to identify areas to develop policy for an effective nursing development and
workforce planning.
CM Ronit, Orinovsky Era et. al., Journal of Clinical and Practical Nursing, June
20,2017

96
 Findings:
 Nurses report an increased task management workload which may
lead to a decline in the quality of nursing care. Structural factors
that are related to nurses and to UAPs were mentioned as affecting
the quality of their professional and collaborative interaction.

Conclusions: 
 Training nurses to work with UAPs while developing their
communication and managerial skills may improve the quality of
care and increase their level of satisfaction.

CM Ronit, Orinovsky Era et. al., Journal of Clinical and Practical Nursing, June 20,2017

97
 Research Input-2
 Relation between task delegation and job satisfaction in general practice: a
systematic literature review
 In this systematic literature review, four databases PubMed, Cinahl, Embase, and
Scopus were searched systematically & included four studies in the review. They
explored views and attitudes of the staff, encompassing nurses as well as practice
managers.
  According to the study, the staff’s overall attitude towards task delegation was
positive and led to increased job satisfaction, probably because task delegation
comprised a high degree of work autonomy.

Helle Riisaard, Loni Ledderer et. al. Journal of BMC Family Practice, Nov 30, 2016.

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 BRIEF
SUMMARY
99
Conclusion
Coordination & Delegation are powerful tools of management
and can work as Milestones for an effective and smooth running
of an organisation, but when used correctly. Well achieved
coordination & effective delegation can create a positive and
motivating environment in which all the employees work
together to achieve the expected outcome and meet the goals of
organisation.

100
 References
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Louis; 1996.
 Morrison M. Professional skills for leadership. Mosby: US; 1993.
 Ellis J R, Hartley C L. Managing and Co-ordinating nursing care. 3rd ed.
Lippincott: Philadelphia;1995.
 Website:
 https://www.managementstudyguide.com/coordination.htm
 http://www.currentnursing.com/nursing_management/coordination.htm 101
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