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OBJECTIVES

OBJECTIVES. The participants will: Define delegation. Identify the benefits derived from effective delegation. Identify the barriers which prevent effective delegation. Identify the nine principles of effective delegation. Identify the consequences of reverse delegation. OVERVIEW.

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OBJECTIVES

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  1. OBJECTIVES The participants will: • Define delegation. • Identify the benefits derived from effective delegation. • Identify the barriers which prevent effective delegation. • Identify the nine principles of effective delegation. • Identify the consequences of reverse delegation.

  2. OVERVIEW • What is Delegation? • Benefits of Delegation • Barriers to Delegation • Principles of Delegation • Reverse Delegation

  3. DELEGATION The sharing of authority, responsibility, and accountability between two or more people

  4. AUTHORITY IS THE RIGHT TO MAKE DECISIONS AND TAKE ACTION

  5. RESPONSIBILITY IS HAVING AN OBLIGATION TO MAKE DECISIONS AND TAKE ACTION

  6. ACCOUNTABILITY IS HAVING TO ANSWER FOR RESULTS

  7. DELEGATION TAKES PLACE WHENEVER SOMEONE ASSUMES RESPONSIBILITY FOR TASK(S) ASSIGNED TO AN INDIVIDUAL AT A HIGHER LEVEL

  8. LEADERSHIP The process of influencing others toward the achievement of organizational goals

  9. MAXIMIZING SUBORDINATE POTENTIAL THROUGH DELEGATION

  10. BENEFITS FOR THE SUPERVISOR • More tasks accomplished in less time • Ability to concentrate on more critical tasks • Increased unit morale • Increased unit productivity • More effective leadership • Better time management

  11. BENEFITS FOR THE SUBORDINATE • Increased knowledge • Leadership development • Increased motivation • Better understanding of organizational goals • Self-esteem

  12. BENEFITS FOR THE ORGANIZATION • Better time management • More effective use of human resources • Development of future leaders • Increased organizational effectiveness

  13. BARRIERS TO DELEGATION • Believing it's wrong to delegate • Fear of being "shown up" • Believing you can do it better and faster • Lack of confidence in subordinates

  14. BARRIERS (cont'd) • Not willing to let go of favorite tasks • Fear of losing control • Fear that subordinate failure will make you look bad • Lack of self-confidence

  15. LEADERS ARE RESPONSIBLE FOR: • Getting the job done • Not doing it all themselves

  16. EFFECTIVE LEADERS ARE COMMITTED TO MAXIMIZING THE POTENTIAL OF EACH SUBORDINATE

  17. EFFECTIVE LEADERS UNDERSTAND THE PROCESS OF DELEGATING

  18. PRINCIPLES OF DELEGATION • Delegate the right task • Delegate to the right person • Define responsibility • Delegate authority

  19. PRINCIPLES OF DELEGATION (cont'd) • Get agreement • Demand accountability • Establish feedback mechanisms • Provide for emergencies • Reward accomplishments

  20. DO NOT DELEGATE • Supervisor-to-subordinate responsibilities • Confidential duties • High-risk tasks • The vital few

  21. CONSIDER DELEGATING • Any routine task • A task you've been putting off • A task you've been wrestling with • An unexpected requirement • A "headache"

  22. SELECT THE RIGHT TASKS • List all tasks • Evaluate each task for potential delegation • Select one or two

  23. THE RIGHT PERSON • Competence • Readiness • Self-confidence • Credibility

  24. DEFINE RESPONSIBILITY • What? • How much? • How well? • By when? • With whom?

  25. SHARING KNOWLEDGE Why Do We Need To Do This?

  26. PROVISION FOR TRAINING AS APPROPRIATE

  27. DELEGATE AUTHORITY • The right to make decisions and take action • Specify limits

  28. DEGREES OF AUTHORITY • Take action only after clearing with supervisor • Take action and report results to supervisor • Take action

  29. GET AGREEMENT • Opportunity to accept or refuse • Acceptance = Commitment = Effort

  30. ACCEPTANCE

  31. ACCOUNTABILITY Having to answer for results

  32. FEEDBACK MECHANISMS • Periodic progress reports • Determine frequency based on: • Complexity • Importance • Subordinate competence

  33. SUPERVISORY RETREAT

  34. LEAVING SUBORDINATES ALONE

  35. TOLERATING DIFFERENCES O.K You do it your way. It's your decision.

  36. ?? How's it going? SHOWING INTEREST WITHOUT NOSINESS

  37. REWARDING A JOB WELL DONE GOOD WORK!!

  38. REVERSE DELEGATION When a supervisor accepts responsibility for a subordinate's work

  39. CONSEQUENCES OF REVERSE DELEGATION • Takes time away from required tasks • Rewards subordinate for unacceptable performance • Reduces leader's credibility • Prevents subordinate growth and development

  40. HOW TO AVOID REVERSE DELEGATION • Provide feedback and/or training but give it back! • Don't do their job!

  41. PRINCIPLES OF DELEGATION • Delegate the right task • Delegate to the right person • Define responsibility • Delegate authority

  42. PRINCIPLES OF DELEGATION (cont'd) • Get agreement • Demand accountability • Establish feedback mechanisms • Provide for emergencies • Reward accomplishments

  43. DELEGATE FOR SUCCESS • Know yourself • Know your subordinates • Follow the rules • Take your time • Believe you can!

  44. "When the best leader's work is done, the people say: 'We did it ourselves'!" Lao-Tsu

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