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The Art of Delegation:A Mini-Course
Rebecca SilvaMisty Sommers-Tackett
Andrew Wong
Kevin Handy
Shelley Kosakowski
Latoya MadlockChinten Parikh
Prepared by:
MGT 615
American Intercontinental University
May 20, 2006
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What is Delegation?
Delegation is primarily about entrustingothers . This means that they can act andinitiate independently; and that theyassume responsibility with you for certaintasks.(Blair 2005) An effective manager isknowledgeable about the strengths andweaknesses of his colleagues. Employees
are looked upon as members of a team;each playing a significant role into getting agoal accomplished.
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According to www.businessballs.com,delegation can be best described in theacronym SMARTER
Specific Measurable Agreed
Realistic Timebound Ethical Recorded
What is Delegation?
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Why is the ability to effectivelydelegate important to a
manager? Allows time to focus on other initiatives and
increased flexibility (Yates, 2002).
It provides an opportunity for the managerto gain trust in the performance of theiremployees, and in turn earn respect fromhis employees (Hughes, 2004).
While the manager has the finalresponsibility for completing the task,delegating tasks can also allow him to buildon his leadership skills (Nahavandi, 2006)
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Effective delegation can increase
communication between managers andemployees
Effectively delegating can develop abalanced workload, and provide time tohave a life outside of work
Delegating can promote a teamenvironment and lead to increasedproductivity
(Nahavandi, 2006)
Why is the ability to effectivelydelegate important to a
manager?
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Those who manage peopleand tasks cannot manageeverything themselves.
The worst case scenario iscalled reverse delegationin which the managerswitches roles with theirdirect reports.
Delegation insures thattasks can be distributed anddelegated to subject matterexperts and completedquickly.
We hire people for a reason;being able to delegateappropriate responsibilities tothese individuals frees the
manager to do their own job.
Subordinates cannot delegatethe authority which residesonly with a manager.
Why is the ability to effectively
delegate important to a
company?
(Callarman, 1988), (Bushardt,Stephen C., Duhon, David L.,et. al., abstract, 1991)
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What CAN be delegated?
Do Delegate:
Tasks that are non-management tasks.(Fracaro, 2006)
Tasks with which you can pass on authority.(Protch, 2006)
Tasks that boost an employeesskills and challenges them.
This is also called Trivial Pursuit. Tasks that are paired with
training, or are skill appropriate. (Nahavandi,2006).
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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 constantlydetailing out instructions for.
This is also called Puppetering. Tasks should not be constantly
delegated to the same individual, Tasks that involve personnel issues.(Nahavandi, 2006)
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Delegation vs. Dumping
Dumping Handing off work that
the supervisor does
not feel like doing. Passing responsibility
and accountability.
Delegation Examine the tasks. Coordinate the tasks. Assign the tasks. Support and provide
feedback. Reward completion
(Fracaro, 2006), (Shanley, Rohlander & DGR Communications, 1998),
(Foster, 2004)
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Delegation and Ethical Issues
Ethical Issue Suggested Solution
1. Fair selection process Tie delegated tasks to PerformanceAppraisal.
Monitor number and type.
2. Scope of responsibility Clarify limits of authority.
3. Accountability Establish check points.
Check for law or policy violations.
4. Feedback & support Set up regular feedback.5. Failure Establish ramifications for failure.
6. Recognition Distribute recognition fairly.
(Fracaro, 2004), (Kelly, 2005), (Tornqvist, 1999), (Hughes, 2005),
(Wayne, Shore, Bommer, & Tetrick, 2002), (Nahavandi, 2006)
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Why Managers Have DifficultyDelegating Effectively
Modern/Freudian PersonalityParadigm Cognitive Dimension
Match Task Requirements to Resources
Observational & Rational Process
Environmental Externality
Affective Dimension Passion to Motivate, Encourage & Inspire
Team Members
Predisposition for Communication
Internally Based
Intuitive Dimension Mediates the Cognitive with Affective
Big Picture View, Weaving LeadersInterest with that of the Team
Ethically Based
Intuitive/Superego
Affective/Id
Cognitive/Ego
(Freud, 1925), (Barter, 2002)
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Cognitive Factors
Assess MemberSkills & Training
Evaluate Channelsof Communication
Task Complexity
Span of Control
Why Managers Have DifficultyDelegating Effectively
Affective Factors
Excess Urgency
Time Constraints &Limitations
Leaders Experienceand Knowledge
Relinquishing somePower & Control
(Barter, 2002), (Straw, 1988), (Hattrup & Kleiner, 1993),
(Kamlish, 2005), (Quick, Nelson, & Quick, 1987)
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Why Is EffectiveCommunication a Direct Link to
Successful Delegation? Effective communication means delegates are able to understand
and carry out a given task.
Direct link to successful delegation implies that goodcommunication equals success.
Two individuals must establish and maintain bi-directionalcommunication - the manager and the delegate - in order that thelink between communication and delegation is achieved.
The open line of communication will create a sense of confidence
enabling the delegate to carry out the task(s). Delegates who communicate effectively with one another will
create group cohesion and open doors to cooperation.
(Nahavandi, 2006)
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References
Barter, M. (October 2002). Follow the Team Leader,Nursing Management, 33 (10), 54-57. Springhouse, PA:Springhouse Corp.
Bushardt, Stephen C., Duhon, David L., Fowler, Aubrey R.,
Jr.. (1991). Management Delegation Myths and the Paradox ofTask Assignment. Business Horizons, 34(2), 37. Retrieved ,from ABI/INFORM Global database. (Document ID: 198994).
Callarman, William G., McCartney, William W.. (1988, July).Reversing Reverse Delegation. ManagementSolutions, 33(7), 11. Retrieved , from ABI/INFORMGlobal database. (Document ID: 814617).
Flanagan, N., Finger, J. (1999). Recognise Why You DontDelegate,New Zealand Management, 46(10), p. 8.Retrieved May 15, 2006 from Business Source Elite..
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References
Foster, T. (May 2004). Using Delegation as a DevelopmentalTool: Methods and Benefits,Training Journal, 28-32.Retrieved 5/15/06 from:http://proquest.umi.com/pqdweb?index=0&did=700432041&
SrchMode=1&sid=5&Fmt=4&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1147728826&clientId=65562. Fracaro, K. (September 2004). Making Delegation Work,
Supervision, 65(9) 14-16. Fracaro, K. (January 2006). Releasing the Power within Your
Employees,Supervison, 67(1), 14-16. Retrieved 5/15/06from:http://proquest.umi.com/pqdweb?index=0&did=957659611&SrchMode=1&sid=2&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1147728168&clientId=65562
Freud, S. (1925), as translated by Strachey, J. (1963). AnAutobiographical Study. New York, NY: W. W. Norton &Company, Inc.
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References
Hattrup, G., & Kleiner, B. (November/December 1993). How toEstablish the Proper Span of Control for Managers,IndustrialManagement, 35(6), 28-29. Norcross, GA: Institute ofIndustrial Engineers.
Hughes, L. (Jan/Feb 2004). Dos and Donts of Effective TeamLeadership,Women in Business, 56(1), p. 10. Retrieved May15, 2006 from Business Source Elite.)
Hughes, C. (January 2005). Effective Leaders Delegate. LP/Gas,65(1), p. 10.
Kamlish, M. (September 2005). Easing the Burden of a ControlFreak,Financial Management, p. 60. London, UK: CaspianPublishing.
Kelly, K. (September 2005). Shouldering Risks,FSB: FortuneSmall Business, 15(9) p. 27.
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References
Lindo, David K (1996, December). Tell them what you expect.SuperVision 57(12). 11-13
Nahavandi, A. (2006). The art and science of leadership (4thedition). Upper Saddle River, NJ: Prentice-Hall.
Quick, J.D., Nelson, D.L., & Quick, J.C. (May 1987). SuccessfulExecutives: How Independent? Academy of ManagementExecutive, 1 (2), 139-145. Briarcliff Manor, NY: Academy ofManagement.
Shanley, A., and Rohlander, G. (December 1998). Delegate toSucceed; Often confused with dumping, delegating requires
trust and respect. Doing it well can vastly improve efficiencyand morale.Chemical Engineering, 105(12). Retrieved 5/15/06from:http://proquest.umi.com/pqdweb?index=4&did=36381519&SrchMode=1&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1147737170&clientId=65562.
http://proquest.umi.com/pqdweb?index=4&did=36381519&SrchMode=1&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1147737170&clientId=65562http://proquest.umi.com/pqdweb?index=4&did=36381519&SrchMode=1&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1147737170&clientId=65562http://proquest.umi.com/pqdweb?index=4&did=36381519&SrchMode=1&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1147737170&clientId=65562http://proquest.umi.com/pqdweb?index=4&did=36381519&SrchMode=1&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1147737170&clientId=65562http://proquest.umi.com/pqdweb?index=4&did=36381519&SrchMode=1&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1147737170&clientId=65562http://proquest.umi.com/pqdweb?index=4&did=36381519&SrchMode=1&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1147737170&clientId=65562http://proquest.umi.com/pqdweb?index=4&did=36381519&SrchMode=1&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1147737170&clientId=65562http://proquest.umi.com/pqdweb?index=4&did=36381519&SrchMode=1&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1147737170&clientId=65562http://proquest.umi.com/pqdweb?index=4&did=36381519&SrchMode=1&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1147737170&clientId=655627/27/2019 Delegation Finalerfhgifdhgiufdhg
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References
Straw, J. (Autumn 1988). Government by Formula,PublicMoney & Management. London, UK: Blackwell Publishing Ltd.
Accountability: Delegation of responsibility and externaldisclosure in some Swedish companies, European Accounting
Review, 8(1), 139-156. Wayne, S., Shore, L., Bommer, W., & Tetrick, L. (June 2002).
The Role of Fair Treatment and Rewards in Perceptions ofOrganizational Support and Leader-Member Exchange,Journalof Applied Psychology, 87(3), 590-598.
Yates, P. (2002, January 4). Are You Delegating Effectively?
Retrieved May 17, 2006 fromhttp://www.allaboutmedicalsales.com/articles/delegating_cts_040102.html.
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