Delegation PDF

Delegation  Objectives At the end of the lecture, students should be able to 1.identify Delegation 2.identify Values of Delegation 3. identify Prerequisites of Delegation 4. identify Barriers of effective Delegation 5. Identify Possible recipient of delegation ...

Delegation  Objectives At the end of the lecture, students should be able to 1.identify Delegation 2.identify Values of Delegation 3. identify Prerequisites of Delegation 4. identify Barriers of effective Delegation 5. Identify Possible recipient of delegation  Delegation ❑ Definition: it is the democratic administrative approach for wide distribution of responsibility ❑ It refers to the act of assigning to another individual or group of individuals the responsibility as well as the required authority for accomplishment of a task. Elements of delegation: 1. Giver 2. Responsibility 3. Receiver  Values of Delegation 1. Fast growth and development of all employers in the organization or agency. 2. Wide distribution of the responsibility. 3. Participation in making and carrying out the service plan  Prerequisites of Delegation ❑ The agency must be well organized with the recipient of any delegation clearly informed of the task for which they are responsible. ❑ Recipient of the delegation should always be given the necessary authority to carry out the delegated tasks. ❑ The agency must be proceeded by a fairly high degree of work organization which require the following: 1. good setting. 2. Policy formulation. 3. Program planning. 4. Employees training and evaluation. 5. Effective communication. 6. Identification of workers. 7. Performance control and review.  Barriers of effective Delegation o Barriers of effective delegation are created mainly by the person who should do the delegation. This person must be aware of the possible barriers and try to avoid them. o Many barriers may be psychological; therefore, they are hidden from view, other are apparent and include: 1. Work overload with no time to explain things to others. 2. Insecure feelings about the abilities of the subordinates. 3. Lack of knowledge about the delegated task. 4. Fear of one ability to maintain control over the task once they are delegated.  What to delegate o The decision to delegate depends upon the nature of the item to be delegated. o The following are some of the tasks to be delegated : 1. Tasks related to fact findings and analysis prior to review and decision. 2. Tasks related to formulation of goals, policies, program, plan, and project in which the executive must make the final decision. 3. Preparation of the first draft. 4. Tasks others could do better, sooner or at less coast to the organization. 5. Representing meetings and conferences.  What not to delegate o As an executive, sometimes you can not properly delegate some duties and reserve them for your self such as: 1. Unique tasks that have little probability of coming up again. 2. Secret tasks. 3. Emergency. 4. The hiring of the immediate staff. 5. Tasks with unclear policies and objectives. 6. Task to be completed under great pressure without time for feedback. 7. Tasks which are important for public relations  Possible recipient of delegation o The logic recipient of delegation include the following employers. 1. Responsible employees could be delegated for major duties. 2. Employees with functional specialties in the delegated duties. 3. Qualified or knowledgeable employees who have background and experiences. 4. Trouble shooters to handle emergencies that must be handled outside the normal workplace. 5. Employee with seniority who should receive the choice tasks such as representing the administrator at meetings and conferences.  How to delegate o After identification of the possible recipient and the actual person who will receive the delegation. The recipient must clearly understand the following: 1. The amount of authority the recipient has to enable him to carry out the task. 2. The resources that will be available and the limitations of the recipient use in the term of money, personnel and physical resources. 3. The conditions for check back and feedback with the executive.  How to control delegate o The control used should be neither too restricted nor too permissive. o A few methods could be used by the executive to retain control on the delegated tasks include: 1. Establishing a minimum number of feed back requirement at the beginning of the task. 2. Establish a checklist of achievement points or sensitive point performance. 3. Using routine method of checking through staff meeting and progress notes. 4. Using indirect remainders.  Authority Definition Authority is the right to make decisions, the right to direct the work of others and the right to give orders. Sources of authority 1. The person’s position or rank. 2. Personal characteristics such as charisma, knowledge and experiences. Types of authority 1. Line authority Line managers like the president, production manager and foreman are authorized to issue orders to their subordinates. 2. Staff authority Staff authority gives advices, consultations and help for line authority. 3. Functional authority Functional authority is authorized to issue orders for subordinates of their organization but in units not under direct control.Functional authority is given for certain fields and for limited time.  Responsibility Definition Responsibility means making someone responsible for doing something; it cannot be delegated to others. Fields of responsibility I. Job description It is a list of activities that should be achieved; it includes the following steps that can be done by the management committee: 1. Examination of the organizational objectives. 2. Detection and design of activities required to achieve the organizational objectives. 3. Determination of the specific tasks required for each activity. 4. Selection and determination of individuals for each activity. II. Detection of the manager’s administrational activities. III. Managers should carry their responsibilities that can be measured by analysis of attitude with their subordinates and top managers.