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    Mc connell pp_ch31 Mc connell pp_ch31 Presentation Transcript

    • Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell
    • Chapter 31 Delegation and Empowerment
    • Assigning vs. Delegating
      • Assigning is telling a person what to do, how to do it, and when the task must be completed.
      • Delegation is the transfer of ­authority, responsibility, and accountability.
    • Why Supervisor’s Fail to Delegate
      • They are workaholics or perfectionists.
      • They are insecure, afraid that (1) the individual will fail, (2) the employee will do it better, or (3) they will be accused of dumping.
      • They do not like to turn over tasks they enjoy doing.
    • Why Supervisor’s Fail to Delegate
      • They do not believe their employees are ready or willing.
      • They have had unpleasant experiences with delegation.
      • They do not know how to delegate properly and effectively.
    • The Non-Delegator’s Excuses
      • “I don’t have the time.”
      • “The last time I tried that it didn’t work.”
      • “If you want things done right, you’ve got to do them yourself.”
    • The Non-Delegator’s Excuses
      • Why delegate it? I can do it faster and better.”
      • “When I try to delegate, the employees say that it’s not in their position descriptions, or they ask what’s in it for them.”
    • Employees Are Agreeable to Delegation if:
      • they believe themselves to be qualified,
      • their previous efforts have succeeded,
      • they believe they have sufficient time available,
    • Employees Are Agreeable to Delegation if:
      • they like the delegated activity or see some reward in it,
      • they believe they will have enough authority to get the job done,
      • they believe the delegator will support them,
    • Dumping
      • Dumping occurs when employees are loaded with repetitive, mundane work that has little value to the organization or to their careers—when they get only what the supervisor doesn’t want to do.
    • It’s Dumping When Employees --
      • have poor working relationships with their superiors,
      • have been dumped on in the past,
      • know that others have resisted undertaking the same task,
    • It’s Dumping When Employees --
      • fail to see any personal advantage in carrying out the assignment,
      • have not been told that they will sometimes be asked to do things that are not in their position descriptions, or
      • see the delegator wasting time while they do all the work.
    • To Pick What to Delegate:
      • Consider something that someone else in your group could do.
      • Look at successful temporary assignments.
      • Ask employees at performance reviews.
      • Select tasks from your position description
    • What Can Be Delegated
      • Any of your tasks that can be described as technical or non-managerial can be delegated.
    • What Cannot Be Delegated
      • No form of decision-making that has to do with personnel management can be delegated—hiring, firing, promotion, demotion, finalizing disciplinary action, etc. can be delegated.
    • What is Delegated:
      • It is always task performance AUTHORITY that is delegated. Responsibility and accountability are not delegated—the delegating supervisor remains responsible and accountable for what the employee does.
    • Implementing a Delegated Action
      • Select the right task and the right person.
      • If it’s a major change, get permission.
      • If you are operating in a team mode, discuss the change with your team.
      • Provide essential training, resources, and authority.
    • Implementing a Delegated Action
      • Agree on an action plan. Listen carefully to delegates’ ideas about how to get it done.
      • Set up checkpoints to monitor progress and to give some pats on the back.
    • Horizontal Delegation
      • Delegating to people over whom you have no authority requires persuasiveness, influence, interpersonal skills, rapport, and other factors.
    • Reverse (Upward) Delegation
      • Upward delegation is the art of passing along to superiors what employees do not want to do. Employees are often successful in this because some bosses just cannot say no.
    • Hopscotch Delegation
      • Hopscotch delegation occurs when your manager bypasses you and gives assignments directly to your subordinates. This is a dangerous practice that tends to undermine your authority; any reasonable higher manger will not do it.
    • Empowerment
      • “Empowerment” and “delegation” are offered as synonyms for each other; but to be accurate we could say the empowerment is proper, thorough, and total delegation.
    • Steps that Empower
      • Know what each of your employees does and how well the tasks are done.
      • Decide what additional authority they can handle right now.
      • Ascertain what preparation each of your employees needs to achieve what will empower them.
    • Steps that Empower
      • Conceptualize a supervisory role that matches the level of supervision with the ability, maturity, and motivation of each employee.
      • Ensure that workers know the purpose (mission) of their jobs.
      • Delegate activities that involve decision making and problem solving.
    • Steps that Empower
      • Delegate activities that involve decision making and problem solving.
      • Review your education and training program.
      • Make tasks more challenging.
      • Provide sufficient resources.
      • Emphasize commitment over conformity.