Delegation ) 1

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DELEGATION LINE AND STAFF

RELATIONSHIP

FROM: RASHIDA FAIYAZMEENAL JAIN

HARSHITA JAIN

ABHISHEK SOHANI


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Delegation How to get others to do your work, so you can get on to

what youre really suppose to be doing.Or

The first rule of management is delegation. Don't try and

do everything yourself because you can't.

The distribution of responsibility and authority toothers while holding them accountable for their

performance


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O b j e c t i v e s o f d e l e g a t i o n Use two-way communication to improve the level of

understanding.

Recognize the steps toward and skills needed for

effective delegation.

Learn the key steps in the control process.

Identify your own strength and limitations in the

process


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D e f i n i t i o n

Appointing a person to act on one`s behalf


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S u c c e s s f u l d e l e g a t i o n Make work easier

Improves efficiency

Increases employee effectiveness

Develops employee

Ensures that the right peoples do the right jobs


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W h y D e l e g a t e ?

To use skills andresources alreadywithin the group

To keep from burning

out a few leaders To develop new leaders

and build new skillswithin the group

To get things done

To prevent the groupfrom getting toodependent on one ortwo leaders

To become morepowerful as a group

To allow everyone tofeel a part of theeffort and the success

Group members feelmore committed ifthey have a role andfeel needed


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I d e a l s i n D e l e g a t i o nI Introduce the taskD-Demonstrate clearly what needs to be doneE-Ensure understandingA-Allocate authority, information and resourcesL-Let goS-Support and monitor


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I n t r o d u c e t h e T a s k Determine task to be delegated

Determine tasks to retain

Select delegate


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D e m o n s t r a t e C l e a r l y Show examples of previous work

Explain objectives

Discuss timetable, set deadlines


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A l l o c a t e a u t h o r i t y , i n f o r m a t i o n ,r e s o u r c e s Grant authority to determine process, not desired

outcomes

Provide access to all information sources

Refer delegate to contact persons or specific

resources that have assisted previously

Provide appropriate training to ensure success


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L e t g o Communicate delegates authority

Step back, let them work

Use constrained access Dont allow for reverse delegation


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D e l e g a t i o n S t r e s s o r sLoss of control?

If you train your subordinates to apply thesame criteria as you would yourself, then

they will be exercising your control on yourbehalf.


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Process of Delegation of Authority


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Advantages1. it increases the level of motivation of employees.

2. allows for new and innovative ideas from the employees.

3. leads to development of employees' creative and decision

making skills.

4. improved decision quality

5. time saving - we can achieve 10 to 20 times more through

delegation than we can by doing all the work by ourselves.


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D I S A D V A N T A G E S

1. Delegating to the wrong individual.

2. Delegating to someone who has nothing to do with or no pride in your job.

3. Don't delegate if you don't have time to explain clearly and concisely how a task

should be accomplished.

4. Failures result in destroying worker confidence


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L i n e a n d s t a f f m a n a g e r s LINE MANAGERS:

They are directly responsible for achievements oforganizational objectives. In a manufacturing

organization ,production, sales & finance are linefunctions.

STAFF MANAGERS:

These are those who provide support in the formof advise & services to line managers. In aorganization personnel, accounting, purchasing,R&D etc are staff function.


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R e s p o n s i b i l i t y o f l i n em a n a g e r1) Formulation of objectives plans & policies.

2) Making decisions for attainment ofobjectives

3) Providing supervision & objectives

4) Achieving co-ordination & exercising

control


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R e s p o n s i b i l i t y o f s t a f fm a n a g e r1) Advise, help and guide the line manager .

2) Provide specified administrative services.

3) Interpret objectives ,plans and policies.

4) Make best tool available for implementation of

objectives, plans & policies.

5) Help in selection & training of employees.

6) Measure organizational effectiveness.7) Report result to top management & suggest

measure for improvement.


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T y p e s o f s t a f f There are 3 categories of staff in an organization:

1) PERSONAL STAFF

2) SPECIALIZED STAFF

3) GENERAL STAFF


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P e r s o n n e l s t a f f1) Assists a manager in performing his function.

2) Relieve the busy executive of routine work.

3) Engaged in activities such as setting ofappointment for his boss.

4) Prepare his ceremonial or business speeches

5) His duties vary all the way from functioning

as a first class secretary to serving as an alter-ego to the boss in, delicate situations


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S p e c i a l i z e d s t a f f1) Represent functional specialist in areas such

as personal, quality control, purchasing,

accounting, R&D.

2) Provide support to line manager in-charge

of production sales & finance, in form of

expert advice ,guidance & service.


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G e n e r a l s t a f f1) Achieve co-ordination among staff units.

2) In divisionalized corporations there arenumber of staff specialist at the corporateheadquarters, including personnel,industrial engineering, public relations etc.


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L i n e - s t a f f r e l a t i o n s h ip s1) They have interactional and independent

relationship.

2) Line managers are dependent on staff forachieving their goals.

3) Their relationship is based on theirauthority relations.

4) They have advisory relationship.


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L i n e - s t a f f c o n f l i c t1) Conspicuous ambition & individualistic

behavior among staff managers.

2) Dependence of higher staff officers on linefor their incumbency.

3) Vague definition of staff duties.

4) Scarcity of good staff men.5) Mixing staff & operating functions.

6) Disregard by top management.


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R e s o l v i n g l i n e - s t a f fc o n f l i c t1) Recognition of mutual dependency.

2) Clear understanding of staff role.

3) Augmentive use of staff authority.

4) Constructive staff attitude & skills.

5) Emphasis on staff role as team member.


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A n d , f i n a l l y . . The secret of success is not in

doing your own work but inrecognizing the right [person] to

do it.

THANK YOU

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Delegation ) 1