Download
1 / 14
140 likes | 174 Views
DELEGATING. What is Delegating:. Assigning a task and the responsibility for the completion of the task to someone else. What Would be a Logical Reason to Delegate?. You do not have the time to complete all of your obligations.
E N D
What is Delegating: • Assigning a task and the responsibility for the completion of the task to someone else.
What Would be a Logical Reason to Delegate? • You do not have the time to complete all of your obligations. • Delegating allows you to complete your work load and not get discouraged because you are falling behind. • Someone else has more expertise for this task than you do. • They will get it accomplished faster and with a lower probability of error. • Someone else has greater resources to see the task is completed successfully. • Without the proper commitment of resources, you would most likely fail in spite of your best efforts.
What Would be a Logical Reason to Delegate? • This is an opportunity to develop and enhance another person’s abilities. • Cross training is key to long term success. • The other individual is bored and wants an activity to do. • This helps alleviate job boredom which is a common reason why people quit their jobs. • The other individual has a specific interest in the activity. • Being allowed to work on a task you find intriguing is motivational.
Symptoms of Poor Delegation: • Deadlines are frequently missed. • Some employees are busier than others. • No one in the work group is ready for promotion • Employee decisions are often overruled or criticized. • No one seems to know who is in charge. • Decision-making is slow. • Changes in plans and objectives are not passed on to subordinates with a need to know. • The supervisor commonly intervenes. • Employees are bored.
Deciding What to Delegate: • Decisions you make frequently and are routine. • Functions within your technical specialty. These are operating tasks, not management tasks. • Tasks for which you are least qualified. • Tasks you dislike. • We commonly put off tasks we dislike. • There may well be someone else that would like to do it. • Providing learning experiences for others. • Assignments that will provide variety to other’s work. • Tasks that will increase the number of people that can perform a task.
Targeted Delegation: • Only you can do it because only you have thecertification or a license. • You should do it but others can help. • You can do it but others will if given a chance. • Others should do it, but you can help if necessary. • Others must do it because only they have the certification or license.
Who do you Delegate to? • Does the work belong to a particular position? • Who has the interest or ability? • Who has the time?
Delegation Checklist: • I have reviewed my job and analyzed: • My duties and responsibilities. • Management tasks versus operating tasks. • The assignments I can delegate. • I have planned the delegation & considered: • The objectives to be accomplished. • Completion dates. • Standards to be met. • The amount of authority necessary. • The budget and resources. • What feedback I expect. • The person to accomplish the task.
Delegation Checklist Continued: • I have selected the designee after considering: • To whom the work logically belongs. • Who has the interest or ability. • Who the assignment will help develop. • Who has been overlooked in the past. • Who is the best qualified. • Who has the time. • Who will do the job best.
Delegation Checklist Continued: • When I communicate the delegation, I will: • Describe the task and results expected. • Agree on standards and timetables. • Determine training needs. • State the amount and frequency of feedback. • Define parameters and resources. • Spell out the level of authority. • Tell others who is in charge.
Delegation Checklist Continued: • I will follow through by: • Setting review schedules. • Supporting the employee. • Recognize achievement. • Intervene only if necessary.
Delegation has Powerful Benefits: • You gain control. • Reduce stress. • Strength on strength. • Prepare for promotion. • Create job satisfaction. • Create self esteem. • Establish teamwork.
Giving the Assignment: • Give practice assignments. • Don’t expect mind readers, be specific. • Explain why it must be done. • Provide resources. • Clarify the limits of authority.
