Transcript The Art of Delegation: A Mini-Course

The Art of Delegation:
A Mini-Course
MGT 615
American Intercontinental University
Prepared by:
Kevin Handy
Shelley Kosakowski
Latoya Madlock
Chinten Parikh
Rebecca Silva
Misty Sommers-Tackett
Andrew Wong
May 20, 2006
What is Delegation?
“Delegation is primarily about entrusting
others . This means that they can act and
initiate independently; and that they
assume responsibility with you for certain
tasks.”(Blair 2005) An effective manager is
knowledgeable about the strengths and
weaknesses of his colleagues. Employees
are looked upon as members of a team;
each playing a significant role into getting a
goal accomplished.
What is Delegation?
According to www.businessballs.com,
delegation can be best described in the
acronym SMARTER
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Specific
Measurable
Agreed
Realistic
Timebound
Ethical
Recorded
Why is the ability to effectively
delegate important to a
manager?
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Allows time to focus on other initiatives and
increased flexibility (Yates, 2002).
It provides an opportunity for the manager
to gain trust in the performance of their
employees, and in turn earn respect from
his employees (Hughes, 2004).
While the manager has the final
responsibility for completing the task,
delegating tasks can also allow him to build
on his leadership skills (Nahavandi, 2006)
Why is the ability to effectively
delegate important to a
manager?
Effective delegation can increase
communication between managers and
employees
 Effectively delegating can develop a
balanced workload, and provide time to
have a life outside of work
 Delegating can promote a team
environment and lead to increased
productivity
(Nahavandi, 2006)
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Why is the ability to effectively
delegate important to a
company?
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Those who manage people
and tasks cannot manage
everything themselves.
The worst case scenario is
called “reverse delegation”
in which the manager
switches roles with their
direct reports.
Delegation insures that
tasks can be distributed and
delegated to subject matter
experts and completed
quickly.
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We “hire” people for a reason;
being able to delegate
appropriate responsibilities to
these individuals frees the
manager to do their own job.
Subordinates cannot delegate
the authority which resides
only with a manager.
(Callarman, 1988), (Bushardt,
Stephen C., Duhon, David L.,
et. al., abstract, 1991)
What CAN be delegated?
Do Delegate:
 Tasks that are non-management tasks.
(Fracaro, 2006)
 Tasks with which you can pass on authority.
(Protch, 2006)
 Tasks that boost an employee’s
skills and challenges them.
– This is also called Trivial Pursuit.
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Tasks that are paired with
training, or are skill appropriate. (Nahavandi,
2006).
What CAN’T be delegated?
Don’t Delegate:
 Tasks that an employee does not have the skills to
complete.
– This is also called Punishment.
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Tasks that are busy work.
– This is also called Dumping.
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Tasks which you are constantly
detailing out instructions for.
– This is also called Puppetering.
Tasks should not be constantly
delegated to the same individual,
 Tasks that involve personnel issues.
(Nahavandi, 2006)
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Delegation vs. Dumping
Delegation
Dumping
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Examine the tasks.
Coordinate the tasks.
Assign the tasks.
Support and provide
feedback.
Reward completion
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Handing off work that
the supervisor does
not feel like doing.
Passing responsibility
and accountability.
(Fracaro, 2006), (Shanley, Rohlander & DGR Communications, 1998),
(Foster, 2004)
Delegation and Ethical Issues
Ethical Issue
Suggested Solution
1. Fair selection process
Tie delegated tasks to Performance
Appraisal.
Monitor number and type.
2. Scope of responsibility
Clarify limits of authority.
3. Accountability
Establish check points.
Check for law or policy violations.
4. Feedback & support
Set up regular feedback.
5. Failure
Establish ramifications for failure.
6. Recognition
Distribute recognition fairly.
(Fracaro, 2004), (Kelly, 2005), (Tornqvist, 1999), (Hughes, 2005),
(Wayne, Shore, Bommer, & Tetrick, 2002), (Nahavandi, 2006)
Why Managers Have Difficulty
Delegating Effectively
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Modern/Freudian Personality
Paradigm
Intuitive/Superego
– Cognitive Dimension
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Cognitive/Ego
Match Task Requirements to Resources
Observational & Rational Process
Environmental Externality
– Affective Dimension
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Passion to Motivate, Encourage & Inspire
Team Members
Predisposition for Communication
Internally Based
– Intuitive Dimension
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Mediates the Cognitive with Affective
Big Picture View, Weaving Leader’s
Interest with that of the Team
Ethically Based
Affective/Id
(Freud, 1925), (Barter, 2002)
Why Managers Have Difficulty
Delegating Effectively
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Cognitive Factors
– Assess Member
Skills & Training
– Evaluate Channels
of Communication
– Task Complexity
– Span of Control
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Affective Factors
– Excess Urgency
– Time Constraints &
Limitations
– Leader’s Experience
and Knowledge
– Relinquishing some
Power & Control
(Barter, 2002), (Straw, 1988), (Hattrup & Kleiner, 1993),
(Kamlish, 2005), (Quick, Nelson, & Quick, 1987)
Why Is Effective
Communication a Direct Link to
Successful Delegation?
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Effective communication means delegates are able to understand
and carry out a given task.
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Direct link to successful delegation implies that good
communication equals success.
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Two individuals must establish and maintain bi-directional
communication - the manager and the delegate - in order that the
link between communication and delegation is achieved.
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The open line of communication will create a sense of confidence
enabling the delegate to carry out the task(s).
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Delegates who communicate effectively with one another will
create group cohesion and open doors to cooperation.
(Nahavandi, 2006)
References
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Barter, M. (October 2002). “Follow the Team Leader,” Nursing
Management, 33 (10), 54-57. Springhouse, PA: Springhouse
Corp.
Bushardt, Stephen C., Duhon, David L., Fowler, Aubrey R.,
Jr.. (1991). Management Delegation Myths and the Paradox of
Task Assignment. Business Horizons, 34(2), 37. Retrieved ,
from ABI/INFORM Global database. (Document ID: 198994).
Callarman, William G., McCartney, William W.. (1988, July).
Reversing Reverse Delegation. Management
Solutions, 33(7), 11. Retrieved , from ABI/INFORM
Global database. (Document ID: 814617).
Flanagan, N., Finger, J. (1999). “Recognise Why You Don’t
Delegate,” New Zealand Management, 46 (10), p. 8.
Retrieved May 15, 2006 from Business Source Elite..
References
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Foster, T. (May 2004). “Using Delegation as a Developmental
Tool: Methods and Benefits,” Training Journal, 28-32.
Retrieved 5/15/06 from:
http://proquest.umi.com/pqdweb?index=0&did=700432041&
SrchMode=1&sid=5&Fmt=4&VInst=PROD&VType=PQD&RQT
=309&VName=PQD&TS=1147728826&clientId=65562.
Fracaro, K. (September 2004). “Making Delegation Work,”
Supervision, 65 (9) 14-16.
Fracaro, K. (January 2006). “Releasing the Power within Your
Employees,” Supervison, 67 (1), 14-16. Retrieved 5/15/06
from:
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Freud, S. (1925), as translated by Strachey, J. (1963). An
Autobiographical Study. New York, NY: W. W. Norton &
Company, Inc.
References
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Hattrup, G., & Kleiner, B. (November/December 1993). “How to
Establish the Proper Span of Control for Managers,” Industrial
Management, 35 (6), 28-29. Norcross, GA: Institute of Industrial
Engineers.
Hughes, L. (Jan/Feb 2004). “Do’s and Don’ts of Effective Team
Leadership,” Women in Business, 56 (1), p. 10. Retrieved May
15, 2006 from Business Source Elite.)
Hughes, C. (January 2005). Effective Leaders Delegate. LP/Gas,
65 (1), p. 10.
Kamlish, M. (September 2005). “Easing the Burden of a Control
Freak,” Financial Management, p. 60. London, UK: Caspian
Publishing.
Kelly, K. (September 2005). “Shouldering Risks,” FSB: Fortune
Small Business, 15 (9) p. 27.
References
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Lindo, David K (1996, December). Tell them what you expect.
SuperVision 57(12). 11-13
Nahavandi, A. (2006). The art and science of leadership (4th
edition). Upper Saddle River, NJ: Prentice-Hall.
Quick, J.D., Nelson, D.L., & Quick, J.C. (May 1987). “Successful
Executives: How Independent?” Academy of Management
Executive, 1 (2), 139-145. Briarcliff Manor, NY: Academy of
Management.
Shanley, A., and Rohlander, G. (December 1998). “Delegate to
Succeed; Often confused with ‘dumping’, delegating requires
trust and respect. Doing it well can vastly improve efficiency and
morale.” Chemical Engineering, 105 (12). Retrieved 5/15/06
from:
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References
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Straw, J. (Autumn 1988). “Government by Formula,” Public
Money & Management. London, UK: Blackwell Publishing Ltd.
Accountability: Delegation of responsibility and external
disclosure in some Swedish companies,” European Accounting
Review, 8 (1), 139-156.
Wayne, S., Shore, L., Bommer, W., & Tetrick, L. (June 2002).
“The Role of Fair Treatment and Rewards in Perceptions of
Organizational Support and Leader-Member Exchange,” Journal
of Applied Psychology, 87 (3), 590-598.
Yates, P. (2002, January 4). “Are You Delegating Effectively?”
Retrieved May 17, 2006 from
http://www.allaboutmedicalsales.com/articles/delegating_cts_04
0102.html.