Delegation Ã¯Â¿Â½ PAGE Ã¯Â¿Â½1Ã¯Â¿Â½
University of Phoenix-Baton Rouge Campus
November 25, XXXX
Delegation is a process that involves planning and patience to be effective and efficient. In order to delegate successfully, one would first decide what to delegate. Delegation increases managerial effectiveness in addition to stimulating the creative thought process within groups. Are group's thoughts better than one individual is? When we delegate, we minimize the "one man show" competition and free up much needed time for managers to concentrate on large or more important matters. Most important, delegation gives lower-level employees a chance to grow.
"Delegation is perhaps the most fundamental feature of management, because it entails getting work done through others" (Bateman and Snell, 2004, p.250). Some requirements for understanding the fundamentals of delegating requires defining the goal, clear understanding of expected outcome, select a capable person in performing the task, welcome views or suggestion, the level of responsibility of the assigned task or authority level given, review progress and who is or should be held accountable.
In order to delegate we need to answer one question, what to delegate?
A well-organized manager is equipped with reports, analysis, and the projected agenda for each business day. Selecting an task order or importance level on an assignment can help in the decision process of which task is the least important on up to the most important job to delegate; which can free up time for the most important or time-consuming projects, is why tasks and responsibilities to delegated should be taken into consideration.
Setting a clear understanding of the job done along with the proper authority to carry out the job is a key essential in delegating. If some levels of supervisor's roles are given, try not to overstep this new given position and allow the delegated person the use of this authority in successfully accomplishing all tasks. Agree on outcomes for the job and performance standards.
Business managers characteristically have additional responsibilities than time to carry out. Too often managers make the mistake of thinking no one else can construct judgment or carry out an important task. They are wrong, of course. This point of view does not motivate subordinates to achieve at enhanced levels of performance and damages the individual manager's performance as well.
Selecting the right personnel for the delegated task takes understanding the personalities and work habits of the staff. The goals of choosing the proper personnel that can perform the task efficiently can save need time for all upcoming projects. Choose a colleague who is capable of handling the job, or delegated to allow the responsibility for future promotions.
Offer access to needed information, support, and guidance to the elected person for the job. The process of delegations essentially allows lower-level personnel more responsibility, acquires an opportunity to learn new skills, and demonstrates whether they are a potential candidate for added responsibilities and promotion. This on-the-job training pays off for any person in the future while looking rather nice on a resume.
One myth of delegating in the opinion of many is that delegating, when delegating; if not done properly the responsibility falls on the person who assigned the job. Another reason why some managers will not delegate; because some managers want all credit or praises of major accomplishment directed towards them and no one else. The ultimate responsibility and accountability of all work falls on the managers.
Acknowledge who is going to accountable is important in the delegation process. Manager have the expectations that all tasks assigned throughout the day-to-day business affairs are performed and are they are equipped to take actions if other wise. Although, some level of authority given when delegating task, the delegated personnel have the responsibility to report to the managers on the status and quality of the performed tasks. Keeping the manager, "in" on all reviews and when the assignment is to be completed and how the job ended overall. On the other hand, managers should not delegate just to avoid their own level of work or responsibility.
In conclusion, delegation can become tricky if not done properly or with no good intentions behind the reason. Delegation promotes growth if not done properly and reduces time for management and unnecessary stress; and is the means by which strengths of others are in use best. While some managers have no problem delegating, some consider not partaking in this process for reasons of wanting the credit for major accomplishment or in fearing that the task are not done properly. However, failure to delegate leads to failure of properly manage others effectively. If a manager can admit that some subordinates are superior in some ways to themselves then he or she can and must delegate.
Bateman, T., and Snell, S. (2004). Management: The New Competitive Landscape. Retrieved November 13, 2005, from University of Phoenix, web site: https://ecampus.phoenix.edu/content/eBookLibrary/content/eReader.h.