DELEGATION AND EMPOWERMENT

DELEGATION Process by which managers allocate authority to workers who report to them Authority is the legitimate power an organization grants to some of its members to direct and manage the actions of employees of the organization in achieving its goals Manager shares power doesn’t give it away

ADVANTAGES In absence, assistant assumes interim responsibility Permits sharing of responsibility for a task with employee with more skill or training Training device, provides employee with additional skills and knowledge Manager accomplishes more Spend time in planning and staff development Helps with time management

DISADVANTAGES Task may not be accomplished Task may be performed badly, late or not at all

STEPS OF DELEGATION Manager assigns clear objective or well-defined task Manager grants authority to accomplish task and ensures all involved understand this Employee understands objective and accepts authority and responsibility. Acceptance creates obligation Manager holds employee accountable for accomplishing task

TO DELEGATE Must select employee skilled to accomplish task Allow to assume responsibility, but monitor progress Anticipate some mistakes and prepare to guide employee in correcting them Lines of communication always open Employee can rely on advice, support, and praise

IMPORTANCE Delegation increases in importance as you rise to higher levels of management How well work is accomplished is reflected by how well manager leads work of employees who report to her/him

DO NOT DELEGATE Establishing missions, goals, objectives for entire unit under manager’s responsibility Making policy decisions – for instance trayline safety Defining standards of performance for entire unit Monitoring the units achievement of standards Taking corrective action when standards are not met

EMPOWERMENT Self-management accomplished through intrinsic motivation

LEVELS OF EMPOWERMENT PARTICIPATIVE-work environment created by a flexible, situational leadership style JOB INVOLVEMENT-involved in job design, team emphasis, training more important, managers more supportive-less directive, employees chose responsibility, managers commit to encourage involvement HIGH INVOLVEMENT-employee empowerment and participative management job-related decisions are promoted managers are highly competent, team building, coaching, training, delegating, more costly-additional time in hiring, in training and development – developed through communication SUGGESTION INVOLVEMENT-encouraged to contribute with little change in day-to-day activity, managers retain power to decide if suggestion is used

ROADBLOCKS TO PARTICIPATIVE MANAGEMENT Commitment from the top Employee skepticism Employee’s level of development Cultural differences Fear of failure and job insecurity Managers as obstacles same fears as employees unwilling to give up power and authority give up control does not have skills and information