Overview With the increasing demands on healthcare managers today it seems that delegation would be on the increase also, but it is not. In response to the recession beginning in 2008 and the shorter deadlines and increased demands for productivity, it was expected that managers would delegate more. Instead, managers were more likely to feel threatened and seek more power and control over people and situations (Rees & Porter, 2015). Memories of failures in delegation led many managers to proceed with trepidation when delegating work to others, if they did so at all. Accounting for the mistakes of others is a task that many managers would rather avoid than assume (Rees & Porter, 2015). Though safe, this strategy is problematic, especially because empowered delegation is a more viable strategy. Empowered delegation is a strategy by which managers assign an employee a task while empowering that employee to successfully complete the task (Whetten & Cameron, 2015). As noted in the previous chapter, engaged employees are empowered employees. Why is empowered delegation important? Fostering a sense of empowerment in others and delegating in ways that empower employees result in several important outcomes for healthcare organizations. Empowered employees are more productive, psychologically and physically healthy, proactive and innovative, persistent in work, trustworthy, interpersonally effective, intrinsically motivated, and have higher morale and commitment than employees who are not empowered. (Whetten & Cameron, 2015, p. 437) Thus, learning how to become an empowering manager who can effectively delegate is critical. Source: Sperry, L. (2017). Becoming an Effective Leader in Healthcare Management; The 12 Essential Skills (2nd ed.) Health Professions Press ISBN 978-1-938870-74-3 Learning Outcomes Understand the role and process of team building and delegating (CLO 2, 3 and 6) Demonstrate high-performing teams and indicate several characteristics of such teams (CLO 6) Case Study|Due Sunday at 11:59 P.M. Directions Analyze the below case study using the six-step delegation protocol, clearly labeled. Highlight what the chief of security did and did not do to ensure that the delegated project would succeed. Make sure to follow requirements for responses and formatting and use the submission link at bottom of page to submit. As director of hospital security, Andrews took pride in the fact that reported crime and safety incident statistics declined during each of the 3 years he had been in charge of security. Several months ago, he proposed a shuttle service for employees on the second and third shifts who parked their cars in a distant lot, but it was questionable whether funds would be available for both a shuttle vehicle and a driver. Andrews was pleasantly surprised when the board of directors approved the purchase of a small shuttle bus, although they did not give approval for a driver. Andrews believed that his own security force could drive the shuttle, and he delegated the task of coordinating that effort to Roosevelt, the captain of the day shift and a long-time member of the security force. Roosevelt agreed to take on this responsibility. They met and Andrews laid out his view of how this security measure could be implemented. In the following week, Andrews was pleased to see that a driving schedule had been developed for the second and third shifts. A week later, he met with Roosevelt and learned that things seemed to be going smoothly with the project. Every now and then, when Andrews saw Roosevelt and asked him how things were going, the answer was, "Pretty good." When the next quarterly security report was being readied for the hospital administrator, Andrews noticed there were no statistics reported on shuttle bus usage or employee satisfaction with the service. He called Roosevelt to get the figures, only to learn that they were not being collected. On further inquiry with the captains of the second and third shift, Andrews learned that Roosevelt had only once met with the night shift staff and had never mentioned anything about collecting statistics on employees using the shuttle. In checking the employee newsletter, Andrews was not able to find any stories about the shuttle service, nor did he find any posted notices about the services. He specifically recalled telling Roosevelt to advertise the service and to arrange to have usage and satisfaction statistics collected. When Andrews met face to face with Roosevelt, he expressed his dismay about how this delegated task was handled