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Delegation and InterDelegation and Inter--departmentaldepartmental
coordinationcoordination
Presented by-Manish Kumar Singh
Neha ShuklaAniruddh Tiwari
Semantha
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DELEGATIONFundamental aspect of manager¶s job;
Transferring a task or procedure to someone
else!
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Delegation:
³Transferring responsibility for the
performance of an activity fromone individual to another while
retaining the accountability for
the outcome´ (ANA, 1993)
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ACCOUNTABILITY
³Being obligated to answer for
one¶s acts, including the act of
supervision.´
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Supervision:
³Providing guidance for theaccomplishment of a task or activity
with direction, periodic inspection of
accomplishment´«³function of
qualification´
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WHAT DELEGATION IS NOT
� ³dumping´ work indiscriminately� giving orders
� abdicating control or responsibility
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Delegation implies that thesubordinate is given the
authority to do the job, can
make independent
decisions, and has the
responsibility for seeingthat the job is done well.
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Delegation involves:
� Determination of the task to be
accomplished
� Assessment of each person¶s competency
� Amount of decision making needed
� Level of supervision available
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Advantages of delegation
� Managers - seek and accept increased
responsibilities from higher level managers
� Employees ± training, self-confidence &
willingness to take initiative
� Organization ± better decisions , save time
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Excuses Managers Make for NotExcuses Managers Make for Not
DelegatingDelegating
Employees lack experience
It takes more time to explain than
to do the job myself
A mistake by an employee
could be costly
Employees are already too busy
Delegating is terrifying to me
Source: Adapted from R. B. Nelson. Empowering Employees Through Delegation.Burr Ridge, Ill.: Irwin, 1994, 20-26
10.10
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BARRIERS TO DELEGATION
� Manager¶s reluctance to ³give away´-
disorganized & inflexible nature
� Insecurity and confusion ± Managers are always
accountable for the actions of their employees
� Lack of confidence in subordinate
� Fear of losing authority ± If employee does ³too
good´ a job
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Tasks of effective delegation
1. Decide which tasks can be delegated ±
demanding and challenging assignments
2. Decide who should get the assignment ±
� Who has available time?
� For whom it should be an appropriate &
useful developmental experience?� Does the job requires special competence?
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3.Provide sufficient resources for carrying out the
delegated task ± Financial, staff or time
resources
4.Delegate the assignment:
� Impart relevant information
� Specify the results expected not the methods to
be used
� Cultivate free and open communication
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5.Be prepared to run interferences, if necessary-
insufficient resources or resistance from other persons
6.Establish a feed back system: µThe tighter the
control ,the less actual delegation is taking place.¶