1. Delegation Kristen Hawker Dennis Cormier Dongming Tang Max Rose Dr. SummersMGMT 5586.B November 15 th

2. Agenda Why we need to delegate Why we need to delegate The Benefits The Benefits The Obstacles The Obstacles Strategic Delegation Strategic Delegation When, Whom, and What When, Whom, and What Best Practices Best Practices Replay the Skit and Conclude Replay the Skit and Conclude

3. Why we need to delegate MBA Students – the leaders of tomorrow MBA Students – the leaders of tomorrow What is delegation? What is delegation? Delegation is a powerful tool Delegation is a powerful tool Many short-term sacrifices Many short-term sacrifices But far more long-term gains But far more long-term gains

4. Organizational Benefits The Bottom-line The Bottom-line Long-term Sustainability Long-term Sustainability Better Decisions Better Decisions Improved Productivity Improved Productivity Enhanced Communication Enhanced Communication 2008 Survey of German companies 2008 Survey of German companies

5. Individual Benefits Never enough time to do it all Never enough time to do it all Prioritize Prioritize Focus on the critical activities Focus on the critical activities Build a Successor – Get Promoted Build a Successor – Get Promoted Empower your people Empower your people

6. Obstacles to Delegation Obstacles related to the Organization Obstacles related to the Organization Lack of confidence in management direction Lack of confidence in management direction Low tolerance for learning curve Low tolerance for learning curve Risk adverse Risk adverse

7. Obstacles to Delegation Obstacles related to the Manager Obstacles related to the Manager You believe you’re better or faster You believe you’re better or faster You’re reluctant to relinquish control You’re reluctant to relinquish control You’re too busy You’re too busy You believe your staff are too busy You believe your staff are too busy You don’t know how You don’t know how

8. Obstacles to Delegation Obstacles related to the Subordinate Obstacles related to the Subordinate Lack of self-confidence Lack of self-confidence Fear of making a mistake Fear of making a mistake Belief that risks exceed rewards Belief that risks exceed rewards Fear of lack of support Fear of lack of support

9. Preparing To Delegate When to delegate When to delegate From the aspects of managers or situations From the aspects of managers or situations Whom to delegate to Whom to delegate to From the aspects of subordinates From the aspects of subordinates What to delegate What to delegate From the aspects of tasks From the aspects of tasks

10. When To Delegate? Contingency theory Contingency theory Position power Position power Relationship with employees Relationship with employees Importance of tasks Importance of tasks Time constrains Time constrains

11. Whom To Delegate to? Telling Selling Participating Delegating Follower Williness Follower Capability + Employee workload

12. What To Delegate? Structured task Structured task Target, procedures and solutions, measurable Target, procedures and solutions, measurable Upcoming responsibilities Upcoming responsibilities Important tasks Important tasks

13. Employee is in the Center of Delegation WillingnessCapability High position power Good manager – employee relationship Upcoming responsibilities Employee workload Upcoming responsibilities

14. How to Delegate Assess the knowledge, skills, and abilities of the people that you wish to delegate to Assess the knowledge, skills, and abilities of the people that you wish to delegate to Frame the responsibilities that you wish to delegate Frame the responsibilities that you wish to delegate Discuss the delegated task with the employee Discuss the delegated task with the employee Develop a plan of action to complete the delegated tasks Develop a plan of action to complete the delegated tasks Implement the plan of action Implement the plan of action

15. Monitoring Delegation Consistent monitoring Consistent monitoring Supervision leads to positive outcomes Supervision leads to positive outcomes Monitoring will reinforce the significance of the task Monitoring will reinforce the significance of the task

16. Evaluating Delegation Evaluate your employee’s strengths and weaknesses Evaluate your employee’s strengths and weaknesses Growth and improvement in the future Growth and improvement in the future Reward such as praise, recognition, a bonus, or promotion Reward such as praise, recognition, a bonus, or promotion Leaders today are often measured by the successes of those on their teams. Leaders today are often measured by the successes of those on their teams.

17. Conclusion

18. Questions, Comments or Concerns???? Questions, Comments or Concerns????