Delegation- Secret of executive excellence

WHAT IS DELEGATION The oxford dictionary meaning to delegation is “entrust to another”

WHY DELEGATE ? Shall we make a try? Have chat to your neighbour first and come out with some agreements and then discuss among the group and provide a list for the information of everybody

WHY DELEGATE THE REASONS FOR DELEGATING ARE TWO FOLD 1. To help the Manager 2. To develop the subordinates with the intention of strengthening the organization and improving its efficiency and performance at the same time

SYMPTOMS OF POOR DELEGATION 1. Working longer hours than others 2. Having no lunch /coffee breaks 3.Taking work home 4. Spending time on mundane tasks 5.helping others who could do without the help

SYMPTOMS OF POOR DELEGATION 6. Subordinates seeking advice all the time 7.Obsession with trivia- Perfectionist Syndrome 8. Unfinished tasks 9. No time for pleasure or recreation 10. Taking all decisions by himself

RELUCTANCE TO DELEGATE 1. I can do it better myself -fallacy 2. Lack of confidence in subordinates 3. Inability to direct 4. Lack of communication 5. Fear of the Murphy’s law

RELUCTANCE TO DELEGATE 6. Temperamentally unsuited to taking a chance 7. Fear of competition 8.Fear of expressing favouritism amongst subordinates 9.No contingency plans to cope with unanticipated problems

RELUCTANCE TO DELEGATE 10. Unwilling to let subordinates make mistakes Temperamentally unsuite to taking a chance 11. Fear of repurcussions and personal judgement being called in to question 12. A desire to cling to simple tasks out of personal interest

DELEGATION IS A TWO SIDED RELATIONSHIP EVEN WHEN A MANAGER IS READYTO TURN OVER AUTHORITY THE SUBORDINATE MAY SHRINKFROM ACCEPTING IT.THERE ARE SEVERAL POSSIBLE REASONS FOR SUCH RELUCTANCE

RELUCTANCE TO ACCEPT AUTHORITY BY DELEGATEE 1. It may be easier to ask the boss what to do than decide for himself 2.lack of confidence in his own abilities 3. Already too much work to do 4.What is in it for me syndrome 5. Fear of criticism

RELUCTANCE TO ACCEPT AUTHORITY BY DELEGATEE 6. It may be easier to ask the boss what to do than decide for himself 7.Fear of adverse reactions from colleagues 8. Lack of adequate information about the task 9.insufficient resources to do the job well

WHAT TO DELEGATE Deciding on what to delegate can often be difficult and will be based on whether the aim of the delegation is to reduce personal pressure, develop subordinates or a combination of the two

WHAT TO DELEGATE In determining what to delegate the sorts of questions a manager need to ask are as follows 1. What keeps again and again in the job 2.what are the minor decisionsmade most frequently 3.What detail takes up most of the time

WHAT TO DELEGATE 4. Where will least damage occur should a mistake be made 5.which tasks could be handled by the subordinates better than or same as me 6.Which tasks do I enjoy doing just because I’Ve always done them 7.What jobs that could be delegated which would provide more variety and challenge to subordinates

WHAT TO DELEGATE 8. What aspects of my workare directly related to something a subordinate does already 9.What kind of experience would be directly beneficial to subordinates in developing their skills and experience 10.What duties can be delegated which will have clearly specified direction and will require minimal control

WHAT NOT TO DELEGATE In the practice of management Peter Drucker identifies areas of what he views as management responsibilities which should not be delegated

WHAT NOT TO DELEGATE 1. Setting policy objectives 2. Organizing employees in to an efficient team 3. Motivating and communicating 4. Checking and analyzingresults 5. Setting training objectives

WHY DELEGATION FAIL 1. Managers don’t delegate enough to know the pitfalls 2. Managers fail to treat each situation as unique 3.There is a communication breakdown of some kind 4. The delegated areas are not defined clearly enough

WHY DELEGATION FAIL 5. No allowance is made for inevitable errors 6.Managers fail to treat each situation as unique 7. There is a communication breakdown of some kind

WHY DELEGATION FAIL 8. Insufficient checks and control mechanisms are built in to the project to prevent disaster whilst still allowing freedom and encouraging the initiative of the subordinate

WHY DELEGATION FAIL 9.The extent of the authority afforded the subordinate results in upsetting the equilibrium of the department of section 10. True delegation does not take place- I.e. the delegator fails to let go of the reins

Why Delegation fail at times?

Why Delegation fail at times? Because people do not manage it

PLANNING FOR DELEGATION Successful delegation must be planned carefully and systematically if it is so to free the manager and enable him to become involved in other management priorities whilst still developing the skills and abilities of subordinates. Therefore attention needs to be given to the following

PLANNING FOR DELEGATION Delegation should be done gradually Talk to subordinates and listen to what they have to say Assessing capabilities and identifying weaknesses

PLANNING FOR DELEGATION Soliciting ideas from subordinates Identifying potential problems so that the risk is minimized Improving the organization of his section or department set up a clear procedure for delegating

PROCEDURE FOR DELEGATION PHASE 1 Critically examine own job List all tasks currently undertaken Add to the list any tasks which are currently omitted through lack of time Extract tasks which cannot/ should not be delegated

PROCEDURE FOR DELEGATION Rearrange the remaining items in descending order of importance Note the estimated time required to perform each task Start at the top of the list and work down to a point at which there are sufficient tasks to cope with bearing in mind the time allocations made

PROCEDURE FOR DELEGATION Draw a line across the list - All remaining tasks are possible candidatesfor delegation ( Even if some big tasks still remain-no matter People have to learn and they have a knack of growing in to the job)

PROCEDURE FOR DELEGATION Phase 2 Critically assess the capabilities of subordinates ( allowing for development) Match the tasks to the subordinates Brief each subordinate on the task(time spent on this will pay dividends)

PROCEDURE FOR DELEGATION Phase 2 Ensure that the parameters are understood Indicate the level of support you will provide Indicate the feedbackyou will expect to receive

PROCEDURE FOR DELEGATION Phase 2 Delegate the necessary authority Inform all those who need to know of that authority

PROCEDURE FOR DELEGATION Phase 3 Monitor progress by checking periodically Check the progress of the job, not the ability of the subordinate to do the job Keep your eyes and ears open but don’t look for trouble

CONSEQUENCES OF POOR DELEGATION TOO MUCH THINGS TO DO IN TOO LITTLE TIME WHICH MEANS STRESS

ORGANIZE FOR SUCCESS USE 5 S METHOD- THE EASIEST OF ALL

THAT IS HOW YOU DEVELOP SOMETHING CALLED A I AM YOUR CONSTANT COMPANION,I AM YOUR GREATEST HELPER OR HEAVIEST BURDEN, I WILL PUSH YOU ONWARDS OR DRAG YOU DOWN TO FAILURE.I AM COMPLETELY AT YOUR COMMAND. HALF THE THINGS YOU DO YOU MIGHT JUST AS WELL TURN OVER TO ME & I WILL DO THEM QUICKLY & CORRECTLY I AM EASILY MANAGED & YOU MUST MERELY BE FIRM WITH ME. SHOW ME EXACTLY HOW YOU WANT SOMETHING DONE & AFTER A FEW LESSONS I WILL DO IT AUTOMATICALLY I AM THE SERVANT OF ALL GREAT MEN & WOMEN & ALAS OF ALL FAILURES AS WELL. THOSE WHO ARE GREAT, I HAVE MADE GREAT, THOSE WHO ARE FAILURES, I HAVE MADE FAILURES, I AM NOT A MACHINE THOUGH I WORK WITH THE PRECISION OF A MACHINE PLUS THE INTELLIGENCE OF A PERSON YOU MAY RUN ME FOR PROFIT OR RUN ME FOR RUIN. IT MAKES NO DIFFERENCE TO ME TAKE ME, TRAIN ME, BE FIRM WITH ME & I WILL PLACE THE WORLD AT YOUR FEET. BE EASY WITH ME & I WILL DESTROY YOU. WHO AM I? I AM THE HABIT!

Time management is actually balancing your activities and doing first things first -END-