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Delegating

The document discusses the concept and process of effective delegation. It defines delegation as sending work from oneself to someone else. Effective delegation gives managers more time for important tasks and helps develop subordinates' skills. When deciding what to delegate, managers should consider the subordinates' expertise, commitment, potential for growth, values alignment, and available time. Proper delegation requires choosing reliable people for suitable tasks, clearly communicating expectations and deadlines, providing training and support, and giving feedback on results. Certain tasks like hiring, firing, pay and policy should generally not be delegated.

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Siti Azizah - FAPET
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20 views12 pages

Delegating

The document discusses the concept and process of effective delegation. It defines delegation as sending work from oneself to someone else. Effective delegation gives managers more time for important tasks and helps develop subordinates' skills. When deciding what to delegate, managers should consider the subordinates' expertise, commitment, potential for growth, values alignment, and available time. Proper delegation requires choosing reliable people for suitable tasks, clearly communicating expectations and deadlines, providing training and support, and giving feedback on results. Certain tasks like hiring, firing, pay and policy should generally not be delegated.

Uploaded by

Siti Azizah - FAPET
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Siti Azizah

DELEGATING
WHAT’S DELEGATING?

 Derived from Latin, delegate means "to send


from."
 You are sending the work "from" you "to"
someone else.
 Effective delegation:

1. Give you more time to work on your important


opportunities
2. Help others on your team learn new skills
DECIDE TO DELEGATE
 To determine when delegation is most appropriate, the
managers should ask five basic questions:
1. Do the subordinates have the necessary information
and expertise to perform the task ?
2. Are the subordinates committed for successful
implementation of the final decision ?
3. Will the capabilities and interest of the subordinates be
expanded by this delegation ?
4. Do the subordinates share with management the same
set of common values and perspectives ?
5. Is there sufficient time to do an effective job of
delegation ?
 If any of these questions remain unanswered
maybe not be effective.

More time wasted Lower quality

Not effective

Less empowerment More frustration


THE ART CALLED “DELEGATION”

The failure of delegation occurs not because


managers do not understand how effective
delegation can be done but because they are
unwilling to apply the principles for the fear
of loosing their importance.
Receptiveness:
the willingness to give a Allowing others to make mistakes:
chance to the ideas of Remember, the cost of mistakes as an
other people, be able to investment in human resource.
welcome the ideas of Patient counseling and careful
others & be able to explanation will encourage to perform
compliment them for the better.
good work done.

Getting feedback :
Trust in the subordinates :
Manager needs to keep a
For effective delegation,
continuous follow-up of
there is no other option
the delegated task.
available.
CHOOSE THE RIGHT PERSON

1. Will the person have time to do the task?


2. Does the person have the ability to do the task?
3. Is the person trained to do the task?
4. If the person lacks the skills to do the task, can
he or she be taught those skills in a reasonable
period of time?
5. Is the person generally reliable?
6. Is the person seeking out new responsibility?"
WHAT YOU GIVE FOR THE PERSON CHOOSEN

1. Describe the results that you want: "spend enough time to


understand, make sure the employee has an access to a
notebook and pen to record instructions
2. Listen for suggestions about how the person thinks the task
should be done, could be good ideas and also helps you know
if they understand
3. Give them autonomy and freedom: "Give the person the
resources and tools necessary to do the task or process
properly."
4. Encourage them as they go off to do the task. "Confidence is
contagious. Make clear your faith in your subordinates'
abilities to overcome obstacles and get results."
SMARTER: DELEGATION RULES

 Specific
 Measurable

 Agreed

 Realistic

 Time bound

 Ethical

 Recorded
THE STEPS OF SUCCESSFUL DELEGATION

1. Define the task: Confirm in your own mind that the task is suitable
to be delegated. Does it meet the criteria for delegating?
2. Select the individual or team: What are your reasons for delegating
to this person or team? What are they going to get out of it? What
are you going to get out of it?
3. Assess ability and training needs: Is the other person or team of
people capable of doing the task? Do they understand what needs
to be done. If not, you can't delegate.
4. Explain the reasons: You must explain why the job or responsibility
is being delegated. And why to that person or people? What is its
importance and relevance? Where does it fit in the overall scheme
of things?
5. State required results: objectives, measurement, get
feedback to make sure.
6. Consider resources required: Discuss and agree what is
required to get the job done. Consider people, location,
premises, equipment, money, materials, other related
activities and services.
7. Agree deadlines: due date, review date, reporting due date
8. Support and communicate: Think about who else needs to
know what's going on, and inform them.
9. Feedback on results: It is essential to let the person know
how they are doing, and whether they have achieved their
aims.
TASKS YOU SHOULD NOT DELEGATE

 Hiring
 Firing

 Pay issues

 Policy

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