What we have here is a failure to delegate
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What we have here is a failure to delegate

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Common difficulities in the delegation process with some corrective measures

Common difficulities in the delegation process with some corrective measures

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What we have here is a failure to delegate Presentation Transcript

  • 1. What We Have Here is a Failure to Delegate
  • 2. Many Skills Are Important in Management RECRUITING PLANNING COMMUNICATING ORGANIZING MOTIVATING TRAINING
  • 3.  Manager - a person responsible for controlling or administering all or part of a company or similar organization.  Control - to exercise restraint or direction over; dominate; command.  Command -  to direct with specific authority or prerogative; order  to require authoritatively; demand  to have or exercise authority or control over; be master of; have at one's bidding or disposal  Delegate - to commit (responsibilities, powers, functions, etc.) to another as agent or deputy (to direct with specific authority )  A manager is a person who tells other people what to do (delegates) But the Defining Skill of a Manager is Delegating
  • 4. The Delegation Process Is Very Well Documented IF NOT WELL UNDERSTOOD!
  • 5. Simplified Delegation Process Receive Authorization Make Assignments Monitor Progress Make Corrections Finished Fractal Process
  • 6.  Managers may not receive proper Authorization with assignments  This is addressed later in this presentation, but…  There are three types of delegation – down, up and across. It may be possible to up delegate the proper assignment of authority.  In partially functional organizations, the manager can safely assume responsibility based on tasking – easier to get forgiveness Failure to Receive Authorization Receive Authorization
  • 7.  This is the most obvious delegation failure – never actually tasking  Arises from a deep fear on the manager’s part of losing control  “Nobody’s competent” which means nobody will do it like me  Often the best worker is a perfectionist, who when promoted finds it is hard to accept less than “optimal” solutions.  This manager needs to realize that doing 20 things well enough is usually better than doing one thing perfectly  Understanding of remainder of the delegation process lessens fear of losing control • One delegates authority not responsibility • The manager stays involved in tasks assigned Failure to Make Assignments Receive Authorization Make Assignments
  • 8.  When the manager makes an assignment, empowerment and authority must accompany it  Else the staff suffers the authority problem already discussed  The manager must make sure the team has the things it needs to succeed; authority to execute is paramount  Remember though one delegates authority not responsibility Improperly tasking Receive Authorization Make Assignments
  • 9.  This is cousin to the perfectionists failure to task  The manager keeps the task until totally overwhelmed with work or the time available for the work is almost gone then drops it on the first available “delegee”  Proper planning is not done  The assignment is accompanied with something like “You handle this, I’m swamped”  The manager never looks at the task again – perhaps to avoid blame when it fails Abdication Not Delegation Receive Authorization Make Assignments
  • 10.  This is different from abdication in that the whole process is not abandoned  This is where the manager stays engaged by making corrections, but does not know what is happening or the effects of the corrections  The manager neglects such excellent processes as walking around, talking to people, and keeping current in the technical area  This leads to a loss of confidence in the manager by the staff – effectively negating future delegation opportunities  Without proper monitoring of progress, the manager will find it difficult to properly inform the upper management gave the tasking Failure to Monitor Progress Receive Authorization Make Assignments Monitor Progress Make Corrections
  • 11.  Now the team is running open loop  The manager knows what is going on but will not take the appropriate actions  This leads to a loss of respect for the manager by the staff and upper management  Not all decisions are easy; not all corrections will be appreciated; sometimes for the good of the task or team, the manager must remove unproductive staff for example  Course corrections are easier when take early; proper monitoring and early intervention can avoid many problems Failure to Make Corrections Receive Authorization Make Assignments Monitor Progress Make Corrections
  • 12.  Contrasted with no corrections is the over correction - micromanagement  This arises when the manager just can leave the staff alone long enough for it to work  The manager is overly interested in how the work is being done – not just what and when  This overly controlled situation is guaranteed to be sub-optimal as the imaginations of those closes to the work are suppressed  Morale and therefore productivity will suffer  The manager must learn to “count to ten’ before re-tasking; at least the manager should “sleep on” important re-directions Micromanagement Receive Authorization Make Assignments Monitor Progress Make Corrections
  • 13.  Delegation is the definitive trait of a manager  Delegation is a continuous process  Correct delegation leads to successful conclusions Conclusion Receive Authorization Make Assignments Monitor Progress Make Corrections Finished
  • 14.  http://www.prnewsonline.com/prnewsblog/wp-content/uploads/2014/01/cool-hand-luke-martin.jpg  http://piperbayard.wordpress.com/category/the-end-is-near/  http://mbtimetraveler.com/2013/10/02/random-humor-18/motivating-pics-21/  http://www.ostglobalsolutions.com/blog/successful-planning-for-your-bd-strategy-interview-with- business-development-expert/  http://susanscott.org/  http://organizing.ws/creative-organizing-tips-id-337  http://money.cnn.com/2012/09/07/news/companies/alabama-coach-saban.fortun  http://www.businessinsider.com/first-time-manager-tips-2014-1  http://www.boxonline.com/wp/suggestions/do-you-benefit-from-delegation-1227 Acknowledgements