Delegation is an essential element of any manager’s job. used effectively it provides real benefits to every one involved. This section will enable you to achieve the best possible results form each delegation you make from small everyday tasks to major leadership appointments. The sections covers every aspects of this process, form deciding and prioritizing which task to delegate and choosing the right person for the job, to recognizing and overcoming barriers and anticipating risk. Practical advice on how to develop and motivate staff, build loyalty, and give and receive feedback will increase your confidence and help you to become a skilled delegator. Included are 101 practical tips that summarize key points, and a self-assessment exercise that provides an insight into your performance as a delegator.
The topic that we will cove this month is
1) Understanding Delegation
The sub-topics that will be covered under this
A) Defining Delegation
1) Defining Delegation
Effective delegation is an essential managerial skill. To achieve the best results, you must be aware of its benefits and recognize the barriers than can hinder its success.
As organizations grow increasingly complex, duties and responsibilities across the work force can become less well defined. Often it seems as though everyone is doing everyone else's job. Delegation is the manager's key to efficiency, and benefits all.
A) Explaining Delegation
Delegation involves entrusting another person with a task for which the delegator remains ultimately responsible. Delegation can range form a major appointment, such as the leadership of a team developing a new product, to one of any number of smaller tasks in everyday life of any organization - from arranging an annual outing to interviewing a job candidate. Examining the overall structure of an organization will reveal a complex web of delegated authority, usually in the form of management chains, providing a mechanism for reporting and control.
Delegating for managerial success: An effective manager must monitor a delegated project, assuming responsibility while allowing the delegate autonomy.
B) Exploring the fundamentals
The basic issues involved in delegation are autonomy and control. How much authority is the delegate able to exercise without referring back to the delegator? How far should the delegator exercise direct influence over the work of the delegate? When choosing a delegate you are assessing whether the particular person is fully capable of performing the task within available resources. Having appointed a delegate, you must assure that they are allowed sufficient autonomy to undertake the task in their own way, subject to initial briefing and regular reports on progress.
Understanding The Stages
1) Analysis (Sorting tasks to be delegated)
2) Appointment (Naming the delegate)
3) Briefing (Defining the task)
4) Control (Monitoring and encouraging)
5) Appraisal ( Reviewing and revising)
C) Defining The Process
The unending process of delegation is integral to manager's role. The process begins with the analysis - selecting the tasks that the manager could, and should, delegate. When the tasks are selected, the parameters of each should be clearly defined. This will help the delegator to appoint an appropriate delegate and provide as accurate a brief as possible. Whatever the role proper briefing is essential - you cannot hold people responsible for vague or undefined tasks. Monitoring of some kind is also essential, but should be used for control and coaching rather than interference. The final stage is appraisal. How well has the delegate performed? What changes, on both sides, need to be made to improve performance?
Always be positive when reviewing - expect to hear good news
Show faith in your chosen delegate, even if others have no reservations
Manik Thapar (MBA) http://www.careerpath.cc