DELEGATION

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 DELEGATION



DEFINITION
It is the assignment to another person of formal authority and responsibility for carrying
out specific activities.
FIVE RIGHTS OF DELEGATION
The five rights to delegation are:-
1. Right task
2. Right circumstance
3. Right person
4. Right direction/communication
5. Right supervision/evaluation
ESSENTIALS OF DELEGATION
1. Entrusting work or responsibility to another
2. Entrusting power, authority, and accountability
3. Creating an obligation on part of the person
4. Accepting the delegation to perform in terms of standards
WHEN TO DELEGATE
1. When the workload has exceeded the manager's physical and psychological
capacity
2. When the supervisor has to go somewhere for sometime
3. When the manager wants subordinates to learn
HOW TO DELEGATE
• Get acceptance and understanding of the subordinates
• Specify goals and objectives
• State the end result expected
• Leave the subordinate to work on her own without interference
• Follow her work privately to check the progress
WHAT NOT TO DELEGATE
• Do not delegate the power to discipline
• Responsibility for maintaining morale
• Overall control
ADVANTAGES OF DELEGATION
• It reduces the workload of the manager
• Makes work easier because of shared responsibilities
• It allows the manager to concentrate on aspects of the job which require her personal
knowledge experience and skills
• It promotes staff growth and development
• There will be less office/work politics where delegation is done properly
SUCCESSFUL DELEGATION RESULTS IN THE FOLLOWING
(i) Makes work easier.
(ii) Improves efficiency.
(iii) Increases employee effectiveness.
(iv) Develops employees.
(v) Ensures that the right people do the right jobs.
RELUCTANCE TO ACCEPT DELEGATION
(Subordinate resistance to delegation)
1. Failure of the delegator to see the subordinate’s perspectives
2. Workload assigned are highly challenging both physically and mentally
3. Belief of employees that they are incapable of completing the delegated task
4. Inherent resistance to authority
5. Due to over delegation
6. Low self-confidence and insecurity
7. Vague job description
8. Lack of experience
9. Avoidance of responsibility
OVERCOMING BARRIERS TO EFFECTIVE DELEGATION
 Managers must be willing to give subordinates real freedom to accomplish
delegated tasks.
 Improved communication between managers and subordinates will bring about
high mutual understanding and help make delegation more effective.
 Managers who know their subordinate’s abilities can more realistically decide
which tasks can be generated. Subordinates who are encouraged to use their
abilities and who feel their manager will back them up will in turn be more likely to
accept delegated tasks.
STEPS OF SUCCESSFUL DELEGATION
1. Define the task: Confirm in your own mind that the task is suitable to be
delegated. Does it meet the criteria for delegating?
2. Select the individual or team: What are your reasons for delegating to this
person or team? What are they going to get out of it? What are you going to
get out of it?
3. Assess ability and training needs: Is the other person or team of people
capable of doing the task? Do they understand what needs to be done? If
not, you can't delegate.
4. Explain the reasons: You must explain why the job or responsibility is being
delegated. Why to that person or people? What are its importance and
relevance?
5. State required results: What must be achieved? Clarify understanding by
getting feedback from the other person. How will the task be measured?
Make sure they know how you intend to decide that the job is being
successfully done.
6. Consider resources required: Discuss and agree on what is required to get the
job done. Consider people, location, premises, equipment, money,
materials, and other related activities, and services.
7. Agree on deadlines: When must the job be finished? Or if an ongoing duty,
when are the review dates? When are the reports due? And if the task is
complex and has parts or stages, what are the priorities?
8. Support and communicate: Think about who else needs to know what's
going on, and inform them.
9. Feedback on results: It is essential to let the person know how they are
doing, and whether they have achieved their aims. If not, you must review
with them why things did not go to plan, and deal with the problems. You
must absorb the consequences of failure, and pass on the credit for
the success

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