Delegation Finalerfhgifdhgiufdhg

7/27/2019 Delegation Finalerfhgifdhgiufdhg

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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?
http://www.businessballs.com/http://www.businessballs.com/


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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=65562


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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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