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Relevant bibliographies by topics / Delegation of authority

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Academic literature on the topic 'Delegation of authority'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2024

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Journal articles on the topic "Delegation of authority"

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Overgaard, Nicholas, and Mirka Loiselle. "Authority Delegation." Scientonomy: Journal for the Science of Science 1 (September 7, 2016): 11–18. http://dx.doi.org/10.33137/js.v1i0.27065.

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In this paper, we introduce a new concept to the field of scientonomy, that of authority delegation. Authority delegation is, in essence, a type of relation between distinct scientific communities whereby one community both recognizes another as an expert on a particular topic and will accept the theories it is told by the expert community over the same topic. Importantly, authority delegation is not a new fundamental ontological category along with theory and method. We show that authority delegation is reducible to the more basic concepts of theory and method. Furthermore, we suggest that authority delegation comes in two forms: one-sided authority delegation and mutual authority delegation.Suggested Modifications[Sciento-2016-0003]: Accept the notion of authority delegation:Authority Delegation ≡ community A is said to be delegating authority over topic x to community B iff (1) community A accepts that community B is an expert on topic x and (2) community A will accept a theory on topic x if community B says so.[Sciento-2016-0004]: Provided that the preceding modification [Sciento-2016-0003] is accepted, accept the following notions of mutual and one-sided authority delegation, as subtypes of authority delegation: Mutual authority delegation ≡ communities A and B are said to be in a relationship of mutual authority delegation iff community A delegates authority over topic x to community B, and community B delegates authority over topic y to community A.One-Sided authority delegation ≡ communities A and B are said to be in a relationship of one-sided authority delegation iff community A delegates authority over topic x to community B, but community B doesn’t delegate any authority to community A.

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Lyons, Paul R. "Making the case for manager delegation of authority." Human Resource Management International Digest 24, no. 5 (July 11, 2016): 1–3. http://dx.doi.org/10.1108/hrmid-03-2016-0025.

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Purpose The purpose of this paper is to present some of the foundational characteristics of the effective delegation of authority. Taken from a broad array of research and opinion, the fundamental aspects are given clear exposition. Design/methodology/approach Addressed in this paper are several areas that establish the basis for effective delegation to include the psychology of delegation, potential benefits, delegation and high performance human resource management practices, and fears of actually delegating authority. Findings Findings are grounded on actual practices which have been researched. There is a “science” to manager delegation of authority, and the critical information about how to delegate is presented. Originality/value This work gives shape to the actions that help to create effective delegation. There are many benefits that accrue from effective delegation, and these benefits are often under-represented.

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Tunny, Hasna, and Irhamdi Achmad. "The Relationship between Delegation of Medical Personnel Authority to Nurses and Nurse Job Satisfaction." Fundamental and Management Nursing Journal 7, no. 1 (April 1, 2024): 25–32. http://dx.doi.org/10.20473/fmnj.v7i1.42455.

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Introduction: Nurses, in carrying out their daily duties, deal directly with medical personnel and the patients they handle. There is a demand to provide health services responsibly by applying treatment according to procedures. Collaborative relationships between doctors and nurses are often a complex problem. Nurses work on delegation of authority (delegation, mandate, and other authorities). This act of delegation of authority affects nurse job satisfaction. The purpose of this study was to determine the relationship between the delegation of authority for medical action from doctors to nurses with the job satisfaction of nurses. Methods: A quantitative descriptive design with a cross-sectional approach was applied to this study. The sample size was calculated through appendicitis pre-operative cases and 60 nurses were involved. Data was collected by self-report study and analyzed using the chi-square test. Results: There is a relationship between the delegation of authority and nurse job satisfaction, delegation (0.000), mandate (0.015), and other authorities (0.000). The process of delegation is more on carrying out doctor's orders or instructions written on the patient's status or medical record. Conclusions: There is an appropriate delegation of authority relationship. This is proven by the process of delegating authority; Hospitals did not apply a standard report on delegation. Nurses' job satisfaction was related to service fees that were also shared with doctors. Re-socialize the delegation process, hospitals need to provide delegation standard reports. This strategy might legally support nurses for their independent, collaborative interventions, and nurse’s authority as well.

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Patton, Paul. "Epistemic Tools and Epistemic Agents in Scientonomy." Scientonomy: Journal for the Science of Science 3 (December 26, 2019): 63–89. http://dx.doi.org/10.33137/js.v3i0.33621.

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The only subtype of epistemic agent currently recognized within scientonomy is community. The place of both individuals and epistemic tools in the scientonomic ontology is yet to be clarified. This paper extends the scientonomic ontology to include epistemic agents and epistemic tools as well as their relationship to one another. Epistemic agent is defined as an agent capable of taking epistemic stances towards epistemic elements. These stances must be taken intentionally, that is, based on a semantic understanding of the epistemic element in question and its available alternatives, with reason, and for the purpose of acquiring knowledge. I argue that there can be both communal and individual epistemic agents. Epistemic agents are linked by relationships of authority delegation based on their differing areas of expertise. Having established the role of epistemic agents in the process of scientific change, I then turn to the role of epistemic tools, such as a thermometer, a text, or a particle accelerator in epistemic activities. I argue that epistemic tools play a different role in scientific change than do epistemic agents. This role is specified by an agent’s employed method. A physical object or system is an epistemic tool for some epistemic agent if there is a procedure by which the tool can provide an acceptable source of knowledge for answering some question under the employed method of the agent. An agent is said to rely on such a tool. Suggested Modifications [Sciento-2019-0014]: Accept the following definition of epistemic agent: Epsitemic Agent ≡ an agent capable of taking epistemic stances towards epistemic elements. [Sciento-2019-0015]: Accept that there are two types of epistemic agents – individual and communal. Also accept the following question as a legitimate topic of scientonomic inquiry: Applicability of the Laws of Scientific Change to Individuals: do the scientonomic laws apply to individual epistemic agents? [Sciento-2019-0016]: Accept the term epistemic tool, with the following definition: Epistemic Tool ≡ a physical object or system is an epistemic tool for an epistemic agent, when there is a procedure by which the tool can provide an acceptable source of knowledge for answering some question under the employed method of that agent. [Sciento-2019-0017]: Accept the following definition of authority delegation, which generalizes the currently accepted definition to apply to all epistemic agents: Authority Delegation ≡ epistemic agent A is said to be delegating authority over question x to epistemic agent B iff (1) agent A accepts that agent B is an expert on question x and (2) agent A will accept a theory answering question x if agent B says so. Also accept the following redefinitions of subtypes of authority delegation, including mutual authority delegation, one-sided authority delegation, singular authority delegation, multiple authority delegation, hierarchical authority delegation, and non-hierarchical authority delegation: Mutual Authority Delegation ≡ epistemic agents A and B are said to be in a relationship of mutual authority delegation iff A delegates authority over question x to B, and B delegates authority over question y to A. One-Sided Authority Delegation ≡ epistemic agents A and B are said to be in a relationship of one-sided authority delegation iff A delegates authority over question x to B, but B doesn’t delegate any authority to A. Singular Authority Delegation ≡ epistemic agent A is said to engage in a relationship of singular authority delegation over question x iff A delegates authority over question x to exactly one epistemic agent. Multiple Authority Delegation ≡ epistemic agent A is said to engage in a relationship of multiple authority delegation over question x iff A delegates authority over question x to more than one epistemic agents. Hierarchical Authority Delegation ≡ a sub-type of multiple authority delegation where different epistemic agents are delegated different degrees of authority over question x. Non-Hierarchical Authority Delegation ≡ a sub-type of multiple authority delegation where different epistemic agents are delegated the same degree of authority over question x. [Sciento-2019-0018]: Accept the relationship of tool reliance can obtain between epistemic agents and epistemic tools. Accept the following definition of tool reliance: Tool Reliance ≡ an epistemic agent is said to rely on an epistemic tool when there is a procedure through which the tool can provide an acceptable source of knowledge for answering some question under the employed method of that agent.

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Sajadi, Haniye Sadat, Maryam Nazari, Leila Mounesan, Fatemeh Rajabi, and Laleh Ghadirian. "Identifying Effective Strategies for More Delegation of Authority to Managers: A Case Study." Depiction of Health 11, no. 4 (September 8, 2020): 305–15. http://dx.doi.org/10.34172/doh.2020.39.

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Background and Objectives: It is difficult to run current organizations without delegating some of the authority to management levels. Despite the importance of delegating authority to managers, this seems to have been neglected in organizations. The aim of this study was to identify effective strategies for delegation of authority in Tehran University of Medical Sciences. Material and Methods: The present study was conducted in 2019 in two stages. In the first stage, existing strategies to increase the willingness of managers to delegate authority were extracted through a review study. In the second stage, by conducting 18 semi-structured face-to-face interviews and holding a focused group meeting, effective and appropriate solutions were identified to increase the desire of managers to delegate authority at the university from the perspective of stakeholders. At this stage, data were analyzed by thematic analysis method by 2 people. Results: The review of studies showed two groups of strategies at the organizational and individual levels to increase the willingness of managers to delegate authority. The effect of implementing the solutions has not been fully investigated in previous studies. In the analysis of qualitative findings, three themes (including the importance of delegation at the university management levels, barriers to delegation at university and effective strategies for delegation to administrators at the university) and four sub-themes (including clarification of the delegation process, teaching how to delegate, establishing methods Correct monitoring and evaluation and the use of motivational methods appropriate to the performance of managers) were identified. Conclusion: with regard to the most important barrier to delegation at the managerial level is process-related, it is suggested that the training method and process of performance appraisal and organizational reward be reviewed to increase skills and motivate further delegation. So that, measure the effectiveness and implementation considerations, it is recommended to conduct further studies on the effective implementation of strategies and to monitor and evaluate the effects of the implementation of strategies.

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Tomizh, Hasan M., Mohd Saiful Izwaan Saadon, Aleef Omar Shah Bin Nordin, and Yousef Amin Salman Almahasneh. "The mediating effect of job satisfaction on the relationship between the delegation of authority and the performance of employees." Corporate Governance and Organizational Behavior Review 6, no. 4 (2022): 100–109. http://dx.doi.org/10.22495/cgobrv6i4p9.

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The current study aims to examine the relationship between the delegation of authority and employee performance in the banking sector in Palestine. Delegating authority explores new competencies and experiences that increase the quantity and quality of performance (Al-Jammal, Al-Khasawneh, & Hamadat, 2015). The concept of delegation of authority is gaining increasing attention by human resources management in large organizations because the concept of delegation of authority is one of the most important concepts used in the practice of management (Muhammad & Kazmi, 2020). A questionnaire was used to collect data and 300 questionnaires were distributed after being reviewed by a panel of experts. The Social Package for the Social Sciences (SPSS) was used to analyze and process the data, and the study found that there is a positive relationship between the delegation of authority and performance. This relationship mediates job satisfaction, as delegation contributes to increased job satisfaction, thus, job satisfaction increases the quality of performance. The current research recommended that additional efforts should be invested to enhance the culture of delegation of power and attention to the state of job satisfaction among workers in banks as well as other institutions and that future research should focus on finding new ways to ensure improvement in the quality of performance in the banking sector in Palestine

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., Rustiari. "IMPLEMENTASI KEBIJAKAN PELIMPAHAN SEBAGIAN KEWENANGAN BUPATI KEPADA CAMAT." Jurnal Paradigma (JP) 2, no. 1 (July 5, 2017): 86. http://dx.doi.org/10.30872/jp.v2i1.345.

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The implementation of policies relating to the delegation of partial authority district to district, from 13 (thirteen) delegated areas not implemented well. The main purpose of this article to explains the implementation of delegating policy from head of district to head of subdistricts in Tenggarong. At the macro level policy of delegation of partial authority from the Head Regent to subdistrict particularly in Tenggarong can not run completely.

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Loiselle, Mirka. "Multiple Authority Delegation in Art Authentication." Scientonomy: Journal for the Science of Science 1 (May 19, 2017): 41–53. http://dx.doi.org/10.33137/js.v1i0.28233.

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In this paper, I expand upon the research on authority delegation begun by Overgaard and myself in our 2016 paper Authority Delegation. I argue that singular authority delegation – in which a community delegates authority over a given topic to a single expert community – should be distinguished from cases of multiple authority delegation. A community engages in multiple authority delegation iff that community delegates authority over a given topic to more than one expert community. Furthermore, multiple authority delegation can be further divided into two types: hierarchical and non-hierarchical. I examine two cases of authority delegation in the art market and argue that these cases model instances of hierarchical authority delegation.Suggested Modifications[Sciento-2017-0007]: Accept the following definitions of subtypes of authority delegation: Singular authority delegation ≡ community A is said to engage in a relationship of singular authority delegation over topic x iff community A delegates authority over topic x to exactly one community.Multiple authority delegation ≡ community A is said to engage in a relationship of multiple authority delegation over topic x iff community A delegates authority over topic x to more than one community. Hierarchical authority delegation ≡ a sub-type of multiple authority delegation where different communities are delegated different degrees of authority over topic x.Non-hierarchical authority delegation ≡ a sub-type of multiple authority delegation where different communities are delegated the same degree of authority over topic x. [Sciento-2017-0008]: Accept the following reconstruction of the contemporary authority delegation structure in the art market regarding the works of Monet: A work claimed to be by Monet is authentic if it is considered authentic by the Wildenstein Institute.[Sciento-2017-0009]: Accept the following reconstruction of the contemporary authority delegation structure in the art market regarding the works of Picasso: A work claimed to be by Picasso is authentic if it is has been certified as authentic by both Maya Widmaier-Picasso and Claude Ruiz-Picasso.[Sciento-2017-0010]: Accept the following reconstruction of the authority delegation structure in the art market regarding the works of Modigliani between 1997 and 2015: A work claimed to be by Modigliani is authentic iff (1) it is in the Ceroni catalogue raisonné or (2) if it is not in catalogue and has been certified as authentic by Marc Restellini.[Sciento-2017-0011]: Accept the following reconstruction of the contemporary authority delegation structure in the art market regarding the works of Renoir: A work claimed to be by Renoir is authentic iff (1) it has been certified as authentic by the Wildenstein institute or (2) it has not been dismissed by the Wildenstein institute and it is included in the Bernheim-Jeune catalogue.

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Ahmadi, Candra, Hasnati Hasnati, and Indra Afrita. "PELIMPAHAN WEWENANG SECARA DELEGATIF KEPADA PERAWAT TERHADAP TINDAKAN SIRKUMSISI BERDASARKAN UNDANG-UNDANG NOMOR 38 TAHUN 2014 TENTANG KEPERAWATAN." JOURNAL OF SCIENCE AND SOCIAL RESEARCH 5, no. 3 (October 20, 2022): 602. http://dx.doi.org/10.54314/jssr.v5i3.996.

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Abstract: Health services to the community include promotive, preventive, curative and rehabilitative services. On of the health services in the field of promotive and preventive is circumcision (sunat/khitan). Circumcision in indonesia is a common practice in society based on religious guidance, customs, or cultural and social guidailines. Circumcision usually done by most nurses in carrying out independent practice. Circumcision according to law number 29 of 2009 concerning medical practice is an invasive procedure or minor surgery under the authority of a doctor. These actions can be carried out by nurses with delegation of authority either by mandate or by delegative. The delegation of authority to nurses based on law number 38 of 2014 concerning nursing is only general in nature and is not clear and detailed. Avoiding overlapping authorities, this study analyzes the extent of delegation, of authority and legal responsibilities in the delegation. Keywords: circumcision, delegation of authority, delegative, nursing law Abstrak: Pelayanan kesehatan terhadap masyarakat meliputi pelayanan promotif, preventif, kuratif dan rehabilitatif. Salah satu pelayanan kesehatan di bidang promotif dan preventif adalah sirkumsisi (sunat/khitan). Sunat/khitan di Indonesia merupakan tindakan yang lazim di tengah masyarakat berdasarkan tuntunan agama, kebiasaan adat istiadat atau budaya dan sosial. Khitan sudah biasa dilakukan sebagian besar perawat dalam menjalankan praktek mandiri. Tindakan sirkumsisi menurut Undang-Undang Nomor 29 Tahun 2009 tentang Praktik Kedokteran merupakan tindakan invasif atau bedah minor yang merupakan kewenangan dokter. Tindakan tersebut dapat dilakukan oleh perawat dengan pelimpahan wewenang baik secara mandat atau delegasi. Pelimpahan wewenang kepada perawat berdasarkan Undang-Undang Nomor 38 Tahun 2014 Tentang Keperawatan hanya bersifat umum dan tidak jelas dan rinci. Menghindari terjadinya tumpang tindih kewenangan, penelitian ini menganalisis sejauh mana pelimpahan wewenang secara delegasi dan tanggung jawab hukum dalam pedelegasian tersebut. Kata kunci: sunat, pendelegasian wewenang, pendelegasian, hukum keperawatan

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Yani, Sri, Sabir Alwy, and Mappeaty Nyorong. "Legal Protection of Nurses in Delegating Authority in Medical Actions." Jurnal Kesehatan Manarang 6, no. 1 (July 28, 2020): 8. http://dx.doi.org/10.33490/jkm.v6i1.133.

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Delegation of authority is the process of transferring tasks to other legitimate or legitimate people in carrying out various activities aimed at achieving certain goals. In the implementation of the delegation of the authority of medical action from doctors to nurses must be carried out in writing and the mechanism for implementing the delegation of authority must be clear. This study aims to determine the legal protection of nurses in the implementation of the delegation of authority on medical actions and the mechanism of implementing the delegation of doctor's authority to nurses. The research method used is empirical legal research by interviewing and filling out questionnaires as primary data and the legal approach and conceptual approach. Data is analyzed qualitatively. The results showed that most of the knowledge of medical personnel (83.3%) and nurses (88.9%) regarding the delegation of authority and legal protection to medical actions was still lacking. This is because medical personnel and nurses do not know about legislation related to the delegation of authority from medical personnel to nurses. The West Sulawesi Provincial General Hospital and the Mitra Manakarra Mamuju Hospital are still using doctor's instructions as a form of delegation and consider the implementation of delegation of authority from doctors to nurses as a routine activity that is usually done. The delegation implementation mechanism in the form of a special format for delegation, hospital leadership decree and standard delegation operational procedures has never been made. This will affect the implementation of the delegation of authority of medical personnel to nurses. As a result, medical personnel and nurses have not been guaranteed maximum legal protection in hospitals. The conclusion states that the statutory regulations regarding the delegation of authority from medical personnel to nurses and the mechanism of delegation have not been optimally implemented

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Dissertations / Theses on the topic "Delegation of authority"

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Nguyen, Tuan Anh. "Delegation and recognition of authority in virtual organisations." Thesis, University of Kent, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.509627.

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Moffett, Jonathan D. "Delegation of authority using domain-based access rules." Thesis, Imperial College London, 1990. http://hdl.handle.net/10044/1/46450.

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Creamer, Cosette D. "Dilemmas of Delegation: The Politics of Authority in International Courts." Thesis, Harvard University, 2016. http://nrs.harvard.edu/urn-3:HUL.InstRepos:33493262.

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One of the most enduring questions for the study of politics relates to what, if any, inde- pendent power international institutions have to affect the behavior of sovereign states. This dissertation addresses this question by examining the politics underlying one supranational judicial body’s exercise of authority—the World Trade Organization’s (WTO) Dispute Set- tlement Mechanism (DSM). International courts are strategic legal actors that operate in a highly political context. Politics matter for judicial outcomes—the rulings of courts—but legal constraints moderate the impact of politics in fairly systematic ways. The dissertation specifies the conditions under which one dynamic prevails and demonstrates that power pol- itics do not dominate international judicial interactions. Rather, courts are sensitive to the degree of institutional support they enjoy among the collective membership and a broader set of relevant stakeholders. Collective support for or challenges to a court’s institutional legitimacy—what I call a court’s political capital—affect judicial outcomes more than the preferences of dominant stakeholders. The second chapter develops the dissertation’s theoretical argument, while the third chapter describes the political context within which the WTO’s judicial bodies operate. It applies methods of automated text analysis to an original dataset of all member statements made within the WTO Dispute Settlement Body from 1995-2013 in order to construct measures of the DSM’s political capital. I supplement this evidence with a series of interviews with member representatives and WTO Secretariat officials. The fourth chapter employs original measures of dispute outcomes to identify how WTO panels respond to shifts in the DSM’s political capital. It finds that dispute panels are po- litically savvy, as they tend to signal less deference to national regulatory choices only when the DSM enjoys relatively greater support among the membership as a whole. However, the legal constraints of appellate case law moderate the influence of these political pressures on dispute outcomes. Through their rulings, panels seek to maximize support among their legal and political audiences simultaneously. The fifth chapter turns to the relationship between the Appellate Body (AB) and dis- pute panels. How panels review domestic laws and policy choices can be—and has been increasingly—challenged on appeal by parties. This chapter describes how the AB initially directed panels to engage in searching review of domestic policy choices, but that it has encouraged greater deference to national authorities in recent years. It identifies when the AB reverses panel findings on these grounds, with a focus on when it takes into account views expressed by governments. The final chapter turns to the impact of the WTO’s judicial authority on state behavior, specifically compliance with its judgments. Employing original measures of dispute judg- ments and compliance outcomes, this chapter demonstrates that the WTO’s judicial bodies use the content of their rulings to ease the domestic political costs of trade policy changes, thereby acting as ‘partners in compliance’ with a government’s executive branch. Yet the extent to which these strategies successfully facilitate swifter implementation is conditional on the domestic politics of compliance. The political cover provided within adverse rul- ings has no observable impact on the fact or timing of compliance for disputes that can be implemented through executive action alone. However, relatively greater validation of a trade measure does increase the probability of compliance and swifter implementation when legislative action is required. This suggests that the WTO’s judicial bodies successfully fa- cilitate compliance through the content of their rulings, thereby improving the effectiveness of the dispute settlement system.
Government

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Doctor, Reginald Carlton. "Leaders' Risk Propensity and Delegation of Critical Decision-Making Authority." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1532.

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A leader's unwillingness to delegate critical decision-making authority to subordinate managers and employees negatively impacts the performance of a firm. There is a lack of research that measures a leader's willingness to delegate critical decision-making authority to subordinate managers and employees based on their individual risk propensities. The purpose of this study was to provide empirical evidence of the influence risk propensity has on a leader's willingness to delegate critical decision-making authority. Specifically, this study examined the extent that risk propensity of leaders affect delegating critical decision making authority to subordinate managers and employees. The research design was a quantitative cross-sectional, correlation study that involved 56 questions. The study participants (N = 102) were presidents, CEOs, corporate executives, and chairpersons. The Stimulating-Instrumental Risk Inventory measured risk propensity and the Delegation Decision Instrument measured the willingness delegate critical decision-making authority. Both instruments showed to be reliable in terms of internal consistency for the measurement tests. Survey results revealed a significant negative correlation between a leader's risk propensity and the willingness to delegate critical decision-making authority. These findings suggested that leaders who retain primary responsibility for critical decision making have high risk propensity while those who delegate decisions have less risk propensity. These findings may equip theorists of risk propensity and decision-making on the relationship between delegation behaviors, risk propensity, and organizational performance. This research and the resulting analysis provides decision makers a window into their individual risk propensity preferences.

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Lui, W. C. "Security models for authorization, delegation and accountability." Click to view the E-thesis via HKUTO, 2005. http://sunzi.lib.hku.hk/hkuto/record/B32053745.

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Lui, W. C., and 雷永祥. "Security models for authorization, delegation and accountability." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2005. http://hub.hku.hk/bib/B32053745.

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Stockwell, Will (Will C. ). "Towards a deployable framework for delegation of authority in network applications." Thesis, Massachusetts Institute of Technology, 2006. http://hdl.handle.net/1721.1/41626.

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Thesis (M. Eng.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science, 2006.
Includes bibliographical references (p. 133-136).
The Delegation Framework is a collection of programs, network protocols and library interfaces that provide fine-grained delegation of authority to network systems. The design and implementation of the Delegation Framework focus on addressing some of the stumbling blocks that have prevented delegation systems from becoming widely deployed in real world network applications. The Delegation Framework makes it possible to integrate delegation into an existing client-server network application without modification to the network application protocol. A dynamic library interposition implementation also make it possible to integrate delegation into large classes of legacy client and service programs with minimal or no manual source code modification. An integration case study describes the process of grafting the Delegation Framework onto a simple Apache- and MySQL-based network application and analyzes the added overhead incurred by the application.
by Will Stockwell.
M.Eng.

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Harvey, Brendon. "Encountering empowerment rhetoric : assumptions, choices and dilemmas for individuals and organisations." Thesis, University of Northampton, 2004. http://nectar.northampton.ac.uk/2687/.

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This study emerged from professional practice into a critique of the notion of empowerment: a generative inquiry into the lived embodied experience of individuals, the ‘nitty-gritty’ of people in time, in particular locations, across different employment sectors. It focuses on the conjunctions and disjunctions of these employees, the voices of front-line practitioners, in making choices, as well as the dilemmas that they face in doing this, both from inside and outside of work. Competing discourses are identified shaping, and being shaped by, the managers of the three companies at the heart of this research inquiry. Moreover, this research uncovered systemic issues arising from where such empowerment rhetorics derived and what they are acting upon in terms of people’s lives within these complex systems. This has resulted in distinctive action at an individual and organisational level through the utilisation of critically reflexive action research. This study is not purely a linear progression. A cyclical, critically reflexive methodology, my own ‘story’ of being empowered and disempowered whilst participating with others in this inquiry, has both deepened and enriched the perspectives offered. Therefore, this research offers an alternative perspective of empowerment as well as in relation to writing about empowerment, a complexity of perspectives explored through the use of literary, artistic and analytical forms that display the depth and richness of participant experience. My research therefore moves beyond the ethnographic studies of management to embrace the shifting sense of lives beyond the workplace, and the complexity of choice making through individual narratives across different sectors. At the same time it is centred in the embodied sense of lived experience that is missing from the critique of management offered by Alvesson and Wilmott [1992,1998], and others [Knights, 1992. Leetz and Mumby, 1990] of the critical management tradition

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Brown, David. "Delegation of Trade Authority to the President under Unified and Divided Government: The Institutional Significance." unrestricted, 2007. http://etd.gsu.edu/theses/available/etd-05312007-211101/.

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Thesis (B.A. Honors)--Georgia State University, 2007.
Title from file title page. Robert Sattelmeyer, committee chair; Daniel Franklin, Charles Hankla, committee members. Electronic text ( 45 p.) : digital, PDF file. Description based on contents viewed Oct. 15, 2007. Includes bibliographical references (45 p.).

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Chapin, Phyllis A. "Nurse satisfaction with delegation to assistive personnel : a descriptive study." Virtual Press, 1999. http://liblink.bsu.edu/uhtbin/catkey/1138060.

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Restructuring of health care has become widespread in hospitals across the United States. The emphasis on reducing healthcare costs has forced many organizations to redesign the roles and responsibilities of care givers. The American Hospital Association (1990) reported that 97% of hospitals were using unlicensed assistive personnel for care.The purpose of the study was to determine if registered nurses in central Indiana were utilizing delegation in the workplace and to determine if the use of unlicensed personnel affected nurse satisfaction with work. The theoretical framework was General Systems Theory.The population (N=292) was registered nurses working with unlicensed assistive personnel in a four-hospital network. The number of participants was 66 (23%). The questionnaire, who Helps You with Your Work?, was utilized. Participation was strictly voluntary and the identity of the participants was kept confidential.Data revealed that 95% of nurses who responded were utilizing unlicensed assistive personnel in the workplace. Delegation of certain tasks, such as bed making, weighing of delegation and the personnel should be broadened patients, and measuring and recording intake and output, was occurring. Nurses were not delegating more complex tasks, such as monitoring IV infusions or assisting physicians with examinations.Nurses, overall, were only slightly satisfied with work, as evidenced by a mean of 3.3 (3=neither satisfied or dissatisfied). Job satisfaction was not significantly related to utilization of unlicensed assistive personnel.Unlicensed assistive personnel were being utilized in hospitals in Central Indiana. Nurses were responsible for work delegated to unlicensed assistive personnel. Nurses should realize the importance of determining capabilities and limitations of unlicensed assistive personnel. Job satisfaction was not significantly related to utilization of unlicensed assistive personnel.Future research on the subject utilization of unlicensed assistive to include more than four hospitals. Job satisfaction needs to be measured using different staffing patterns and workload as well as the utilization of unlicensed assistive personnel. The data supported the need for further research on delegation, job satisfaction and the utilization of unlicensed assistive personnel.
School of Nursing

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Books on the topic "Delegation of authority"

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Forrest, Andrew. Delegation. 2nd ed. London: Industrial Society, 1989.

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Nelson, Robert B. Delegation. Glenview, Ill: Scott, Foresman, 1988.

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Allen, Geoffrey. Delegation. Oxford: Published for the National Examining Board for Supervisory Management by Pergamon Open Learning, 1989.

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Robert, McEwan, and Chartered Institute of Public Finance and Accountancy., eds. Practical delegation of authority. London: Chartered Institute of Public Finance and Accountancy, 1989.

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Patterson, Virginia. Effective delegation. Diamond Bar, Calif. (P.O. Box 4651, Diamond Bar 91765): Christian Ministries Management Association, 1986.

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Tepper, Bruce B. Effective delegation skills. West Des Moines, IA: American Media Publishing, 1995.

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Brown, Carla L. Techniques of successful delegation. Shawnee Mission, KS: National Press Publications, 1988.

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Bray, Tony. Delegation skills: 26 tried and tested activities for effective delegation. Ely: Fenman, 1995.

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Great Britain. Audit Commission for Local Authorities and the National Health Service in England and Wales. Delegation of management authority to schools. London: HMSO, 1988.

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United States. National Archives and Records Administration. Organization and delegation of authority manual. Washington, D.C: National Archives and Records Administration, 1985.

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Book chapters on the topic "Delegation of authority"

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Cooper, David J., and John R. Hamman. "Leadership and Delegation of Authority." In Handbook of Labor, Human Resources and Population Economics, 1–25. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-319-57365-6_122-1.

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Krafft, Manfred, and Ann-Kristin Hansen. "Delegation of pricing authority to salespeople." In Sales Management, 97–113. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-1-137-28574-4_5.

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Hwang, Jin-Bum, and Jong-Wook Han. "A Security Model for Home Networks with Authority Delegation." In Computational Science and Its Applications - ICCSA 2006, 360–69. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/11751632_39.

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Choi, Jinsung, Okkyung Choi, Yun Cui, Myoungjin Kim, Hanku Lee, Kangseok Kim, and Hongjin Yeh. "Authority Delegation for Safe Social Media Services in Mobile NFC Environment." In Lecture Notes in Electrical Engineering, 391–95. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-40675-1_60.

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Chadwick, David W., Sassa Otenko, and Tuan Anh Nguyen. "Adding Support to XACML for Dynamic Delegation of Authority in Multiple Domains." In Communications and Multimedia Security, 67–86. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/11909033_7.

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Green, Jessica F. "Private Authority on the Rise: A Century of Delegation in Multilateral Environmental Agreements." In Transnational Actors in Global Governance, 155–76. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230283220_8.

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Lindvall, Johannes. "Sweden’s Riksbank: Guardian of Monetary Integrity." In Guardians of Public Value, 111–34. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-51701-4_5.

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AbstractThe Riksbank, founded in 1668, is the world’s oldest central bank. It has played a central role in Swedish economic policymaking for centuries and enjoys a great deal of confidence among the public. This chapter explains how the Riksbank became what it is today: an independent and widely respected institution. The bank’s high status has emerged because Sweden’s political elites regard the delegation of policymaking authority to the central bank as a way of managing and containing potentially harmful political conflicts. The bank’s status also benefitted from its crisis management performance, navigating Sweden through two large-scale financial crises.

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Kerber, Wolfgang. "‘Rules vs. Standards’ or Standards as Delegation of Authority for Making (Optimally Differentiated) Rules." In Internationalisierung des Rechts und seine ökonomische Analyse, 489–98. Wiesbaden: Gabler, 2008. http://dx.doi.org/10.1007/978-3-8350-5582-7_36.

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Glückler, Johannes. "Lateral Network Governance." In Knowledge for Governance, 243–65. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47150-7_11.

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AbstractThe author of this article goes beyond acknowledging networks as a governance mode to elaborate on the actual forms of governance that convey legitimate and acceptable coordination. He advances the concept of lateral network governance in the empirical context of organized networks, in which organizations pool resources and join their interests in the pursuit of common goals. To solve the puzzle of having independent equals commit themselves to coordinating their actions, the author aims to overcome the traditional dualism between formal and informal mechanisms of governance. Instead, he conceives lateral network governance as a structure for the legitimate delegation of decision-making. He develops a social network analytic approach to assessing the relational distribution of legitimacy. With his empirical analysis of two case studies of inter-firm network organizations, he illustrates the degree to which the actual legitimacy distribution diverges from formal governance authority. Lateral network governance has practical implications for inter-organizational networks and network managers.

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Darman, Melani, and Indah Riyanti. "The Effectiveness of Regional Government Authority on Mining Business Permits Post Presidential Regulation Number 55 of 2022 Concerning Delegation of Authority in the Management of Mineral and Coal Mining." In Advances in Social Science, Education and Humanities Research, 1027–36. Paris: Atlantis Press SARL, 2023. http://dx.doi.org/10.2991/978-2-38476-180-7_105.

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Conference papers on the topic "Delegation of authority"

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Nguyen, Tuan-Anh, Linying Su, George Inman, and David Chadwick. "Flexible and Manageable Delegation of Authority in RBAC." In 21st International Conference on Advanced Information Networking and Applications Workshops (AINAW'07). IEEE, 2007. http://dx.doi.org/10.1109/ainaw.2007.187.

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Kobzeva, N. D., R. S. Durov, E. V. Varnakova, and K. O. Kobzev. "DELEGATION OF AUTHORITY IN MEDICAL ORGANIZATIONS. ESSENCE, GOALS, AND RELATED CONCEPTS." In STATE AND DEVELOPMENT PROSPECTS OF AGRIBUSINESS. DSTU-PRINT, 2020. http://dx.doi.org/10.23947/interagro.2020.1.614-615.

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Malak, Richard, Rachel Smallman, and Heather Lench. "An Empirical Study of the Impact of Task Expectation Framing on Design Decision Delegation." In ASME 2022 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2022. http://dx.doi.org/10.1115/detc2022-90147.

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Abstract The delegation of decision authority is a routine part of engineering systems design. Examples include hiring an outside subcontractor and assigning specific design tasks to a subordinate engineer. In all cases, the delegator is responsible for describing the task to the delegate in a way that clarifies expected outcomes. Ideally, the delegate executes the task in a manner consistent with the preferences of the delegator. For systems design tasks, this means the delegate specifies an artifact with engineering attributes desired by the delegator. Whether such expectations are conveyed successfully can have a major impact on the success of a project. However, despite the central nature of such communications in engineering systems design and the potential consequences miscommunication, there has been little empirical investigation of decision delegation in design. This experimental study examines how the framing of decision task expectations impact task outcomes. Subjects participate in an engineering-themed computer game in which they make design choices. Subjects are assigned to conditions randomly, with some given instructions framed as traditional design requirements and others given instructions in a value-driven design framing (e.g., to maximize a figure of merit). A total of 472 engineering students participated in the study. Results indicate that task outcome expectation framing can impact task performance, with design requirement task framings exhibiting advantages over a value-driven framing. This suggests theoretical arguments favoring value-driven framings may not capture adequately the effect of human behavior.

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Lee, Douglas W., and Ellen J. Bass. "Delegation for authority and autonomy: An assignment and coordination model." In 2014 IEEE International Conference on Systems, Man and Cybernetics - SMC. IEEE, 2014. http://dx.doi.org/10.1109/smc.2014.6974169.

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Songjie Wei and Subrata Mazumdar. "Web-based administration of grid credentials for identity and authority delegation." In 2009 IFIP/IEEE International Symposium on Integrated Network Management (IM). IEEE, 2009. http://dx.doi.org/10.1109/inm.2009.5188883.

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Lee, Douglas W., and Ellen J. Bass. "Simulating Task Sharing with Delegation for Autonomy and Authority in Air Traffic Control." In 2015 IEEE International Conference on Systems, Man, and Cybernetics (SMC). IEEE, 2015. http://dx.doi.org/10.1109/smc.2015.175.

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Mabuchi, Mitsuhiro, Yasushi Shinjo, Akira Sato, and Kazuhiko Kato. "An Access Control Model for Web-Services That Supports Delegation and Creation of Authority." In 2008 Seventh International Conference on Networking ICN. IEEE, 2008. http://dx.doi.org/10.1109/icn.2008.72.

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Vermillion, Sean D., and Richard J. Malak. "Using a Principal-Agent Model to Investigate Delegation in Systems Engineering." In ASME 2015 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2015. http://dx.doi.org/10.1115/detc2015-47778.

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Delegation of decision authority is a fundamental characteristic of systems engineering problems. Engineers and managers at higher levels within the organization allocate responsibility and resources to other individuals through requirements flowdown and other processes. The prevalence of schedule slippages and budget overruns on systems engineering projects raises questions about the adequacy of and potential to improve existing methods. However, at present the community lacks a foundational understanding of these processes that would be valuable in identifying and validating candidate improvements to the systems engineering process. In this paper, we develop a conceptual modeling framework for delegation in systems engineering based on the principal-agent problem, a game-theoretic model of agent interaction across hierarchical levels. Several variations on the basic model are possible. We study the model and its variations on an illustrative example of a passenger vehicle engineering process. Numerical results highlight the impact of various assumptions, including whether engineers act normatively or according to proposed behavioral decision models. Implications and extensions are discussed, including the need for behavioral validation of engineering decision models and the potential to use the modeling framework to evaluate newly proposed delegation schemes.

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Kusdarini and Yoga Bagas. "Analysis of Optimization of Delegation Authority to Implementation of One-Stop Integrated Services to DPMPTSP Padang City." In International Conference on Public Administration, Policy and Governance (ICPAPG 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200305.215.

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Su, Kaixin. "Research on Power Distribution of Project-Based Firms." In 11th IPMA Research Conference “Research Resonating with Project Practices”. International Project Management Association – IPMA, Project Management Research Committee (PMRC), China and Hohai University, Nanjing, China, 2023. http://dx.doi.org/10.56889/xswb1129.

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Project-based firms have gradually become an important form of organisations because of their ability to integrate various intellectual resources and professional skills. Unclear or over-centralised delegation of project management authority lead to inefficient project governance and jeopardise the interests of the firm. The allocation of management authority is important for enhancing the interests of Project-based firms. This paper uses an open questionnaire to study the distribution of power in Project-based firms. It identifies the types of power allocated to project departments, the ways of distributing power and the influencing factors, and provides evidence for understanding the management of power distribution in Project-based firms in China. The results show that: the types of authority obtained by the project department mainly include personnel management, procurement, financial management and production management; the way the project department obtains power distribution can be divided into application, proposal and decision; the factors influencing the management of power distribution across the industry include project level, firm level and project team level, with the project level accounting for the highest proportion of factors, including the type of project and complexity of the project, etc. This study complements and refines theories on project management and the distribution of power.

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Reports on the topic "Delegation of authority"

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ABBOTT, JOHN P., JAMES C. HUTCHINS, and DAVID G. SCHOCH. Roles and Delegation of Authority (R/DA) System. Office of Scientific and Technical Information (OSTI), November 1999. http://dx.doi.org/10.2172/14810.

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Lazear, Edward. The Impatient Salesperson and the Delegation of Pricing Authority. Cambridge, MA: National Bureau of Economic Research, September 2014. http://dx.doi.org/10.3386/w20529.

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Lieberman, Robert J. Delegation of Authority to the Director, Administration and Information Management. Fort Belvoir, VA: Defense Technical Information Center, October 2001. http://dx.doi.org/10.21236/ada402275.

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Graham, John, Campbell Harvey, and Manju Puri. Capital Allocation and Delegation of Decision-Making Authority within Firms. Cambridge, MA: National Bureau of Economic Research, August 2011. http://dx.doi.org/10.3386/w17370.

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Brousseau, Ronald, and Leonardo Da Silva. Evaluation of the MIF Program of Delegation of Authority to Country Offices. Inter-American Development Bank, January 2007. http://dx.doi.org/10.18235/0006577.

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The objective of this study is to evaluate the program overall and at an individual project level, in terms of clients reached and geographic coverage, "relevance" of the projects, effectiveness of the program and the projects, efficiency in implementation of the program, and lessons learned and best practices.

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Marsden, Eric, Noëlle Laneyrie, Cécile Laugier, and Olivier Chanton. La relation contrôleur-contrôlé au sein d’un réseau d’acteurs. Fondation pour une culture de sécurité industrielle, June 2023. http://dx.doi.org/10.57071/933rrr.

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This document concerns the regulatory oversight and governance of high-hazard industrial activities. A complex set of laws, regulations and institutions contribute to the social control of these activities, reinforcing and serving as a complement to the risk prevention mechanisms put in place by operating companies. This document focuses in particular on the relationships between regulated firms, regulatory authorities and third party intermediaries who play a role in safety oversight (certification bodies, auditors, insurers, professional associations, etc.) and the impact of the quality of these relationships on industrial safety. The scope is the prevention of major accident hazards in different industry sectors (process industry, transport, energy), in France and at an international level. We focus our attention on different forms of “coregulation”, the act of enrolling the entities concerned by regulatory measures in their elaboration and the verification of their compliance, which is believed to improve their appropriation by private actors and thereby produce better oversight than classical command-and-control regulation. We analyze in particular the partial delegation of authority, internal risk control mechanisms and the use of third party intermediaries in the oversight process. This coproduction of regulation by public and private entities is increasingly used in different industry sectors, and leads to a more collaborative and interconnected regulatory process, based on a network of actors rather than a simple regulator-regulatee duopole.

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Shahan, Asif, Raeesa Rahemi, Syeda Salina Aziz, and Mirza Masood Hassan. Delegating Authority in Bangladesh to Manage the Covid-19 Pandemic. Institute of Development Studies, June 2023. http://dx.doi.org/10.19088/cpan.2023.003.

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Bangladesh, like most countries, grappled with the harsh conditions of Covid-19, with little infrastructure and set up of institutions to deal with the consequences of the pandemic. A country with a large informal economy, and an even larger export manufacturing sector it is highly dependent on, the Bangladesh government had tough decisions to make when it came to saving and protecting the lives of millions, as well as ensuring continued economic activity to save livelihoods. To strike a balance between protecting both these important factors, the central government adopted a unique approach of mobilising and enabling the local government to implement a lot of measures. Their approach was area centric, in that the local government recognised the needs of their districts, and that looked different for different areas of the country, whether rural or urban, agricultural or industrial focused. This policy brief outlines some of the local measures and responses that worked in minimising the impact of Covid-19 on the dense Bangladeshi population.

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Soldano, Miguel, Michelle Fryer, Euric Allan Bobb, Renato Puch, Alayna Tetreault, Jonathan Rose, Pablo Alonso, et al. Evaluation of the Results of the Realignment. Inter-American Development Bank, March 2014. http://dx.doi.org/10.18235/0010579.

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The Realignment defined four key goals to respond to a perceived loss of Bank relevance and presence in LAC: sharpening sector focus and expertise, sharpening country focus, strengthening risk- and results-based management, and enhancing institutional efficiency. To achieve these goals, it proposed adjustments to the Bank's structure, processes, and human resources and incentives which included, among other things, the introduction of a new matrix organization, the delegation of additional responsibilities to country offices and project team leaders, the updating of operational and corporate processes, and changes in staffing and HR policies. This evaluation concludes that the Realignment's underlying direction toward a matrix structure and greater decentralization were appropriate, but it has not yet achieved all of its objectives. There are several noteworthy trends on the positive side. The technical skills of Bank staff have improved, the capacity to generate and disseminate knowledge has increased, and more authority has been delegated to country representatives and team leaders, bringing IDB closer to the client. The collaboration between staff in the same sector in country offices and headquarters has increased, as has the continuity of project team membership over the project cycle. However, the matrix is not yet functioning well. VPC has limited authority and few mechanisms to coordinate Bank inputs at the country level to ensure delivery of a coherent and efficient program. VPS and VPP have limited opportunity or incentive to bring their knowledge and influence to bear in country strategy and programming. Sector silos are tall and the pressures to lend and disburse greater than ever. As a result, the Bank and its borrowing countries are not reaping the full potential gains from cross-matrix coordination and collaboration in country strategy and program formulation, project design and implementation, and knowledge sharing. Moreover, the evaluation did not find conclusive evidence of improved efficiency. Some processes (such as quality control at the project level) appear unnecessarily time-consuming and uncertain, and the lack of full cost accounting or binding budget constraints for task teams weakens incentives for the efficient use of resources. The report offers five broad recommendations: (i) to enhance country focus, further strengthen the country program management function in country offices; (ii) to enhance inter-VP coordination and country program coherence, strengthen the role of VPS and VPP in country strategy-setting and programming; (iii) To enhance development effectiveness, strengthen mechanisms for quality control of Bank operational products; (iv) to enhance efficiency, continue to strengthen budget processes and information systems to ensure full and accurate cost accounting; and, (v) to promote effectiveness and efficiency, fill a significantly higher share of management positions through transparent competitive processes. Under each recommendation the evaluation proposes specific measures Bank management should consider (among other options) to move in the directions recommended.

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