My Contribution To The Unit 4 Group Project   Part 1   By Carla J  Mccoy
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My Contribution To The Unit 4 Group Project Part 1 By Carla J Mccoy

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The article “My Contribution to the Unit 4 Group Project – Part 1” (McCoy, C., 2009) describes a personal response on Suggesting and Summarizing in-depth how a team will plan, organize, control, ...

The article “My Contribution to the Unit 4 Group Project – Part 1” (McCoy, C., 2009) describes a personal response on Suggesting and Summarizing in-depth how a team will plan, organize, control, and lead, to achieve the goals of a successful training guide on delegation. According to McCoy (2009) delegation among peers and the workplace are based on many criteria. Included practical examples from personal experiences and/or research of both good delegation and poor delegation scenarios are evident, precise, and understandable.

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My Contribution To The Unit 4 Group Project   Part 1   By Carla J  Mccoy My Contribution To The Unit 4 Group Project Part 1 By Carla J Mccoy Document Transcript

  • Running Head: MY CONTRIBUTION TO THE UNIT 4 GROUP PROJECT, PART 1, BY CARLA J. MCCOY<br />My Contribution to the Unit 4 Group Project - Part 1<br />Carla J. McCoy<br />American InterContinental University<br />UNIT 4 GROUP PROJECT - PART 1<br />Unit 4 Group Project Contribution<br />The article “My Contribution to the Unit 4 Group Project – Part 1” (McCoy, C., 2009) describes a personal response on Suggesting and Summarizing in-depth how a team will plan, organize, control, and lead, to achieve the goals of a successful training guide on delegation. According to McCoy (2009) delegation among peers and the workplace are based on many criteria. Included practical examples from personal experiences and/or research of both good delegation and poor delegation scenarios are evident, precise, and understandable. <br />Delegation Planning<br />Suggest and Summarize a Plan<br />The Personal Overview of (McCoy, C., 2009) on Delegation can be done providing all twelve rules of delegation skills are integrated into the plan. The twelve rules are listed prior to the Plan in order to help you understand what needs to be done to create a Plan. (Lannon, R., 2008)<br />
    • Decide why you are delegating and if you are delegating to build people, develop people or to develop someone in particular. Decide if you are delegating to eliminate work you don’t like to do.
    • Trust people you work with, and let go. You can’t control everything. Hand over tasks to those trying to prevent you from reaching your full potential.
    • Create a delegation plan using a delegation matrix to develop other people and get your work load done. This will help everyone understand all expectations being set.
    • Define tasks to be done once deciding if it can be delegated and is suitable. Be clear on what the task is and is not otherwise you will be disappointed and everyone will end up feeling like a failure.
    • Assign each individual, including yourself a task and explain your reasoning for delegating that task to each individual. Be honest and explain what each individual will get out of doing the task. A good example would be: (It’s a good motivator).
    • Consider ability and training needs, and ask yourself if each individual do the task and if they clearly understand what needs to be done. Should resources become a problem develop a mentoring or support program which will enable everyone.
    • Explain why each individual job is being done and the reason for it. Be willing to negotiate points that are appropriate. Show you have ownership of the task by explaining why each individual must complete their part.
    • Verbally announce the results and be willing to answer questions. Explain in detail what must be achieved, what the measurements will be, and clarify your intentions of deciding if the job was successfully done or not.
    • Be prepared for challenges that may arise with each individual, team, location, time, equipment, materials, and money.
    • Give a deadline that includes status reporting such as explaining when tasks are due, what the operational duties are, and giving a status report date explaining how it is due to ensure everyone is doing their task. Also ask each individual for a summary in their own words. Your team needs to know you trust them.
    • Give support and communicate often. Speak to individuals that know what’s going on. Make responsibilities clear and precise.
    • Ask for feedback from each individual. Let people know how they are doing and if they are accomplishing their task. Never blame-storm, but rather absorb any consequences of failure and create the environment in the form of failure being an opportunity to learn and grow. (Lannon, R., 2008)
    The first step in Delegation Planning requires two planning activities prior to creating the plan itself. The first one would be defining success which requires a determination that constitutes successful performances that are assigned on the task. Each individual task needs to be assigned separately and individually according to a high probability per each individual can perform and be successful. If for any reason there is failure to define a successful outcome per each individual then it trades off from being a prediction to a gamble. Two components to defining success are defining the successful outcome of the task, and determining appropriate processes needed to complete tasks. Desired outcomes may come in the form of decreased complaints, or increased sales. Types of processes may come in the form of greater empathy, or better client education. The second activity would be to assess qualifications needed per each individual. A good prediction of success per each individual will consider their job requirements and competencies. A poor prediction of success per each individual will have hope for success, without a basis for that hope. (Camp, R., 2007) <br />The second step in Delegation Planning requires a determination of subordinate capabilities. Choice plays an important role in this step because a decision on which subordinate will receive which assignment or if the delegate should be done at all. No matter which decision is made the subordinate’s capabilities still need to be assessed. Considerations need to be assessed such as workers who are effective in obtaining desired results, yet could possibly use unacceptable processes to obtain the results. A good manager will know each worker’s accomplishments, and past behaviors which give opportunity for better effective future delegation. Even though there are individuals that lack relevant training and experience, the process still applies, but with different questions such as “What is the performance of this individual on previous assignments where they lack experience and training?” This develops a basis for the delegation so it doesn’t end up becoming a gamble. (Camp, R., 2007) <br />The third step in Delegation Planning is the process that’s used which is as critical as the planning. A poor process reduces the effectiveness of the delegation because it can not only lower the worker’s motivation but will not produce desired results either. Also if there is no communication of standards for the task it will also not produced desired results. In order to avoid obstacles such as failing to share information and discussing problems, these things should be considered when making an assignment. 1). Allow employees to participate in the delegation process. When an employee accepts their assignment it enhances by being accepted and when they have some say so in the process. Workers should also be allowed to participate In the determination of how the task should be accomplished along with what the assignment should actually be. Participation and Communication is an important process which will eliminate misunderstandings and minimize problems. 2.) Specify Standards. Communication problems occur from failure to consider and specify performance standards of the assignment. A few things to consider are the limitations of the subordinate’s tasks such as making a decision, or gathering information. Another thing to consider would be what the expected level of performance is, or constraints in which they will be operating, or deadlines for reporting. These are the issues that need to be discussed prior to the delegation whether the subordinate is given a choice or not to accept the assignment. (Camp, R., 2007) <br />The fourth step in Delegation Planning is Balance responsibility and authority. One good delegation error is when work is delegated without giving the freedom to make decisions or the authority to implement them which can lead to frustration. This problem can easily be eliminated by communication with each individual worker that is affected by the assignment. It’s a wise decision to also ask subordinates about resources they will need for the task and then empower them to secure those resources accordingly. Support should be provided for the delegated task by the manager. In order to achieve this, the Manager may need to continually providing important information and receiving feedback from workers. Credit should be given when a task is accomplished. Giving credit not only enhances workers motivation and authority but also sends an important message to others who will complete the task successfully with acknowledgement and rewards. (Camp, R., 2007)<br />The fifth step in Delegation Planning is to Delegate Consistently. There are managers that delegate in situations where they are in a crisis or are overworked which send workers a negative message. Workers will feel as though they are used and that they only receive assignments when it benefits the manager when it should benefit both the Manager and workers. When a manager delegates to develop workers during times of crisis and when they are overworked they need to delegate assignments that will develop or stretch each individual’s talents and skills which will build up a huge encouragement for talent in these particular situations. Not only that but it increases motivation and confidence. In order for an employee not to be set up to fail they need care and assurance that they do have the capability to succeed. When failure occurs it needs to be recognized and viewed as an opportunity by receiving helpful and developmental feedback. Strong emphasis should be placed on positive work that was done as well as a discussion on what actions could have prevented the problems that arose. (Camp, R., 2007)<br />The sixth step in Delegation Planning is to Balance the Assignments. Workers need to be re-assured that the work they are doing does not involve doing anyone else’s dirty work. One good thing for Managers to do is to delegate pleasant and unpleasant things, and challenge the boring assignments as well as balancing assignments among each worker. It is not a good idea to delegate an assignment that is unpleasant to the best worker simply because they can be counted on to do a good job. On the other hand there are workers who will avoid receiving unpleasant assignments due to the results having poor quality within the finished product. A message is sent to the better worker when this happens that if they do not want the unpleasant assignment then all they have to do is lower the quality of his/her work. To avoid this problem the manager needs to do one of two things. Either give each individual worker a reward, or increase the number of unpleasant assignments to unproductive workers until the results improve. (Camp, R., 2007)<br />The seventh step in Delegation Planning is to Focus on the Results. During this process prior to the results managers need to give the workers space and not supervise too closely because it causes frustration and makes workers feel as though there is a lack of confidence in their ability. In other words Managers should review and evaluate the finished result rather than the means used to accomplish the task. However, Managers also need to make sure that the process and outcome both are consistent with the goals provided which can be provided through clear standards prior to the delegation. The standards need to be remembered and the manager should not intervene unless the standards have been violated. For example a manager should avoid tendencies to intervene over style differences. By allowing individuals to make their own choices this gives a great source of innovation within the organization. (Camp, R., 2007)<br />The eighth step in Delegation Planning is Group vs. Individual Delegation. There is one difference in between Group and Individual Delegation and that is individual behavior. Individual behavior is easier to monitor and control than group delegation is. An alternative here would be for a manager to engage in participation among the group. However there is a downside to that which would be that it could possibly send the wrong message to the group that there is lack of trust leaving employees feeling as though the manager isn’t there to contribute but rather to check the quality of their work. Managers should ask themselves questions and review their own capabilities as a team member. A good question to ask them would be “What can they add to the group in accomplishing the task?” Once they have that answer it should be clearly distributed among the group in order for the group to understand why the manager has taken part within the group. Once again the manager at this point should assess the groups past behaviors and make predictions accordingly so it doesn’t turn into a gamble. (Camp, R., 2007)<br />There is another alternative step in Delegation Planning which could possibly be the ninth step and that would be considered Upward Delegation. This is where the roles are reversed and the employees will delegate their supervisors by shifting the assignment to a manager. This is done when the worker feels the manager lacks a particular direction for a project they may be working on but also the worker knows the manager has those capabilities to perform the task at hand. The worker may ask the manager questions or ask for advice to solve a problem. If by chance the manager might feel there are too many questions or that the worker is in need of too much help then the manager can rescind the delegation and remove the task at hand from the worker. If workers are overwhelming the manager with a need for assistance then the manager can also require the worker to have one solution to every problem they bring to attention. In this particular situation it would be wise for the manager to ask questions such as “What would you do next or as an option or best approach?” This sends a message to the worker that they are expected to take initiative in attempting to solve the problems on their own. The final result is that the manager reaps the benefits of employee empowerment and sees that it has enhanced their motivation and commitment. Some good efficient questions to ask during Delegation Planning are (1) how can a manager determine the capability of the worker performing it if they can’t identify the successful outcome of a task? (2) How will the success of the delegation be judged and what expectations are expected for someone to be successful? (3) What has the worker accomplished to show they will be effective on the assignment? (4) How will the worker perform on the assignment and why? (5) What considerations are there between Individual verses group delegation, and even participation? (Camp, R., 2007)<br />How the Team will organize<br />A table has been provided to show the steps in efficient organization of delegation. <br />
    • Choose the right person for the Job Who is best qualified and who will deliver the best results?Who benefits most from the job?Develop skills that can be used later on.Enough Information Show how work fits into the overall operation.What’s in it for the delegate? Give a clear picture of what’s to be accomplished. Establish ParametersDeciding on terms and conditions of completion prior to delegating.Be clear about Requirements and Boundaries.Don’t impose controls after delegating.Full Authority for DecisionsMake delegate responsible for completion of entire project. Allow delegate to make crucial decisions.Make it clear who is in charge. Give Backup SupportKnow the difference between rescuing and supporting.Make it clear that delegates realize they don’t have to fight their battles alone.Be on the delegate’s side when dealing with clients, and colleagues. Guidance Without InterferingPoint out roadblocks that could be encountered.Never offer to do the work for the delegate.Help delegate to come up with their own solutions.Keeping Focused on ResultsDo not Micromanage or be to particular.Give delegate the freedom to decide on the process. Except in industries that have tight regulations or procedures. Learn to Delegate through DialogueDelegate in an environment that is conductive to explaining.Give your full attention to delegates, and minimize interruptions. Encourage comments, suggestions, and questions. Make them AccountableEstablish deadlines, not open ended completion dates. Be specific when a product is due.Set sub-deadlines. Milestones and Check in DatesAwareness of the project is recommended without hovering.Keep a delegation log for status purposes. Delegate reports to be due on agreed dates. Offer FeedbackDon’t focus on what’s wrong.Focus on what can be done to improve it.Give corrective and positive commentary.Provide Adequate ResourcesPoint delegates in proper direction.Create a list of resources that could help delegates. Contact colleagues to let them know other delegates may need their help.Stay Away from Reverse DelegationDon’t let the work be delegated back to you.Listen to problems without the responsibility for solving them.Keep the focus on the delegate’s ideas, and solutions. When Credit is DueNever take credit for another delegate’s work. Accept responsibility if the delegate has no skills to complete the task. Never treat your delegate as a scapegoat, even if unsuccessful.
    (Paauw, K., 2009)<br />How the Team will Lead and Control<br />In order to lead and bring action among team members that lead towards goals that have been set there needs to be Instructions issued, and responsibilities assigned. A tem has to be motivated and establish a two way communication as well as assisting subordinates. There has to be a balance between Individual Motivation and Cooperative Efficiency and it has to be maintained a well as obtaining a buy in which will lead to ensuring progress according to the plan that is set out. In order to Control it has to be done where Progress is measured and there is a conformance to a plan such as a schedule or budget, and corrective action has to be set in place. Leadership Is Everyone’s job in order to create a productive, safe, and rewarding workplace. (URS PM Certification Program, 2009) In order to have such an environment within the workplace requires teamwork in team building activities. Content that supports and affirms social skills which will also require social behavior will help decrease destructive workplace competition as well as isolation because without this productivity and morale can be undermined. (Custom Training, 2009)<br />Conclusion<br />There are several ways to delegate effectively which can become a very sensitive issue if one is not careful. There needs to be formalized agreement about goals and how delegation can be enjoyable once it begins. Strengths and Weaknesses need to be considered within a candidate’s talents, schedule, and specialization. Some key ingredients to look for in a candidate is to make sure you delegate someone who can successfully complete a task are skills, resources, experience, time, and willingness. You don’t want to give someone an assignment that is way below their skill level so reviewing the lowest common denominator is a good idea. You must use delegation as a tool which is both interesting and one that adds drudgery in a balanced manner. A delegation is an opportunity for each and every candidate to grow and expand their skills and allows the Manager to get their mental chores completed. A delegation Log needs to be kept in order to keep information on when you handed a job over to certain candidates and who. A log needs to be kept so the Manager can keep up with when each delegation is due and what projects were given to whom. (Creel, R., 2009)<br />No human is error free, be sure to write it down and keep a log. Let your team know when you want it back by providing deadlines for the assignment. Breaking the assignment up into chunks allows milestones to be created or sub deadlines and this makes it much easier for the candidate to handle. There also needs to be follow-up points that will be a continuing process throughout the project. Having team members check in on a regular basis by asking them to report their progress allows room for discussion on problems and any resources they may need. It also allows room for adjustments to the project assigned. A goal must be agreed upon which leaves guessing out of the picture. A good Manager will communicate what results they want prior to giving candidates the assignment. Remember the entire point of delegation is to save time. You also have to allow each candidate freedom by letting them loose and not micro-managing them. And once all of this is accomplished and assignments are turned in give each candidate a pat on the back and give credit where it’s due. By doing this it causes your candidates to work harder for you in the future. Successful Planning, Organization, Leading and Control will develop an excellent outcome, and entrusts authority, power, and responsibility to another person. (Creel, R., 2009)<br />The best executive is the one who has sense enough to pick good men to do what he wants done, and self restraint enough to keep from meddling with them while they do it. -Theodore Roosevelt-<br />References<br />Web Page:<br />Lannon, Richard " 12 Rules of Delegation." 12 Rules of Delegation. 15 Jan. 2008. EzineArticles.com. 9 Feb 2009 from, <br />http://ezinearticles.com/?12-Rules-of-Delegation&id=929851<br />Web Page Encyclopedia: <br />Camp, R., (2007) “Delegation” Referenceforbusiness.com 9 Feb. 2009 Revised by Simmering, M., (2007) from, <br />http://www.referenceforbusiness.com/management/De-Ele/Delegation.html<br />Web Page: <br />Paauw, K., (2009) Delegation Checklist retrieved on February 15th, 2009 at OnlineOrganizing.com from http://www.onlineorganizing.com/ExpertAdviceToolboxTips.asp?tipsheet=18<br />Online College Course:<br />URS PM Certification Program, (2009) Basic Principles of Project Management <br />retrieved on February 15th, 2009 at http://74.125.47.132/search?q=cache:mkmJ-_KvV-UJ:www.training.urscorp.com/project_management/pm_webseminars/pm1089_basic/BasicPrinciples.pdf+Delegation+plan,+organize,+control,+and+lead&hl=en&ct=clnk&cd=13&gl=us<br />Online Business Training:<br />Custom Training, (2009) Internal and General Services retrieved on February 15th, 2009 at http://www.trainersandteachers.com/internal_general_services.php<br />Web Page: <br />Roosevelt, T., (2009) Quotes about Delegation retrieved on February 15th, 2009 at http://chatna.com/theme/delegation.htm<br />Newsletter/Newspaper Articles:<br />Creel, R., (2009) 10 Ways to Delegate More effectively retrieved on February 15th, 2009 <br />At http://www.onlineorganizing.com/NewslettersArticle.asp?newsletter=go&article=260<br />