THE ART AND PROCESS OF DELEGATION12 April 2013
PowerPower- The ability of individuals or groups to induce or influence the beliefs or actions of other persons or groups. It can be throughExpertness Referent Reward Coercive
Authority Authority- The right in a position to exercise discretion in making decisions affecting others
Empowerment Empowerment Employees, managers and teams at all levels in the organization are given the power to make decisions without asking their supervisors for permission
Relationship between responsibility and power Power should be equal to responsibility (P=R) If power is greater than the responsibility (P>R), then this could result in autocratic behavior of the superior who is not held accountable for his or her actions
Relationship between responsibility and power If responsibility is greater than power (R>P), then this could result in frustration because the person has not the necessary power to carry out the task for which he or she is responsible
Scalar principle Scalar principle The clearer the line of authority, the clearer will be the responsibility for decision making and the more effective will be organizational communication
Line and staff authority Line authority the relationship in which a superior exercises direct supervision over a subordinate Staff authority It is the role of advisory
Functional authority Functional authority The right delegated to an individual or a department to control specified processes, practices, policies, or other matters relating to activities undertaken by persons in other departments
What is Delegation?Delegation is primarily about entrusting others . This means that they can act and initiate independently; and that they assume responsibility with you for certain tasks.(Blair 2005) An effective manager is knowledgeable about the strengths and weaknesses of his colleagues. Employees are looked upon as members of a team; each playing a significant role into getting a goal accomplished.
Delegation:The act of delegating, or investing with authority to act for another (dictionary.com) OR. the distribution of responsibility and authority to others while holding them accountable for their performance. (www.lawsoncg.com)
Delegation vs. DumpingDelegation Examine the tasks. Coordinate the tasks. Assign the tasks. Support and provide feedback. Reward completion Dumping Handing off work that the supervisor does not feel like doing. Passing responsibility and accountability.
Why to Delegate? To use skills and resources already within the group To keep from burning out a few leaders To develop new leaders and build new skills within the group To get things done To prevent the group from getting too dependent on one or two leaders To become more powerful as a group To allow everyone to feel a part of the effort and the success Group members feel more committed if they have a role and feel needed
Why Not?its too hard!it takes too much time! nobody can do it as good as I can nobody else has any time either
The process of delegation Determining the result expected from a position Assigning tasks to the position
The process of delegation Delegating authority for accomplishing these tasks Holding the person in that position responsible for the accomplishment of the tasks
Steps in DelegationI Introduce the task D-Demonstrate clearly what needs to be done
E-Ensure understandingA-Allocate authority, information and resources L-Let go
S-Support and monitor
Introduce the Task Determine task to be delegated Determine tasks to retain Select delegate
Introduce the Task Determine task to be delegated Determine tasks to retain Select delegate Those tasks you completed prior to assuming new role Those tasks your delegates have more experience with Routine activities Those things not in your core competency
Introduce the Task Supervision of subordinates Determine task to be delegated Long-term planning Determine tasks to Tasks only you can do retain Assurance of program Select delegate compliance Dismissal of volunteers/members/pa rents, etc.
Introduce the Task Determine task to be delegated Determine tasks to retain Select delegate Look at individual strengths/weakness es Determine interest areas Determine need for development of delegate
Demonstrate Clearly Show examples of previous work Explain objectives Discuss timetable, set deadlines
Ensuring Understanding Clear communication Ask for clarification Secure commitment Dont say no for them Collaboratively determine methods for follow-up
Allocate authority, information, resources 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
Let go Communicate delegates authority Step back, let them work Use constrained access Dont allow for reverse delegation
Support and Monitor Schedule follow-up meetings Review progress Assist, when requested Avoid interference Publicly praise progress and completion Encourage problem solving
The art of delegation Personal attitude towards delegation Receptiveness Willingness to let go
The art of delegation Willingness to allow mistakes by subordinates Willingness to trust subordinates Willingness to establish and use broad controls
What CAN be delegated?Do Delegate: Tasks that are non-management tasks. Tasks with which you can pass on authority. Tasks that boost an employees skills and challenges them. This is also called Trivial Pursuit. Tasks that are paired with training, or are skill appropriate.
What CANT be delegated?Dont Delegate: Tasks that an employee does not have the skills to complete. This is also called Punishment.
Tasks that are busy work. This is also called Dumping.
Tasks which you are constantly detailing out instructions for. This is also called Puppetering.
Tasks should not be constantly delegated to the same individual, Tasks that involve personnel issues.
Overcoming weak delegation Define assignment and delegate authority in light of result expected Select the person in light of the job to be done
Overcoming weak delegation Maintain open lines of communication
Establish proper controls Reward effective delegation and successful assumption of authority
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