Delegation
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Delegation

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  • Vision/Mission = “What” Leadership Triad = “How”; Fulfilling responsibilities through proper use of authority and acceptance of accountability The Chain of Command is the framework for our actions or how we get things done; The Triad are the concepts by which we function within this framework
  • Key point : Loyalty is to the “institution” not the person. Bottom line SHOULD BE what’s best for organization and not simply what the boss wants. Q : How well does the Navy do this?
  • Commissioning Citation: To all who shall see these presents, greeting: Know ye that, reposing special trust and confidence in the patriotism, valor, fidelity, and abilities of …
  • Responsibility is part of the “Psychic Income” offered by the Navy: An intrinsic motivation earned by fulfilling our responsibilities Assumed – through voluntary action Assigned – by an order Conferred – by position / title / rank
  • – Without authority you will not succeed in meeting obligation (responsibilities) – Must provide sufficient authority to meet responsibilities – Level of authority depends on subordinates ability
  • “ To Err is not only human, it absolves responsibility”  not here
  • Q : What management function does Delegation fit into?
  • Decision Quality – WHY? Enhanced commitment – subordinates have more at stake due to their involvement Time Management – effective delegation allows leader a better chance to meet all obligations and demands; Not doing everything Job enrichment – people feel better when more involved Development of talent – allows people to learn and grow; Provides excellent training opportunities and improves identification of those capable of more
  • What to delegate : – Tasks done better by subordinates : – More expertise – Closer to problem – Manager doesn’t have time – Urgent, not high priority – time management; Allows leader to concentrate elsewhere – Tasks relevant – evals, reports, etc help people grow – Tasks not central to leaders role : – Allocate resources – Personnel decisions – Figurehead activities
  • TQ’s take : The key to delegating is the ability to set up checks and balances based on tasks so that you don’t LOSE control. You give up some control, but success depends on ability to understand what is going on, intercede as necessary and keep task on track Reverse Delegation = reasserting control after delegating
  • Most people fail to delegate due to their own insecurity; They fear if they give up control to their subordinates then everything will fail (No trust). They don’t have confidence in their own abilities to manage/control those tasks delegated so they micro-manage or don’t delegate at all. Some actually fear the loss of power

Delegation Delegation Presentation Transcript

  • Leadership & Management The Chain of Command and Leadership Triad
  • Chain of Command
    • Both structure and process:
      • Conceptual framework, governs how we function
      • Establishes functional relationships
    • Institution, not individuals in it
    • Defines:
      • Levels of Decision-Making
      • Lines of Authority
      • Areas of Responsibility
      • Levels of Accountability
      • Flow of information
  • Chain of Command
    • Effectiveness determined by:
      • Trust
      • Confidence
      • Ability to uphold as an institution
    • Earned by:
      • Demonstrated abilities
      • Loyalty
    • Ensures everyone is informed and provides support for completion of the responsibility
  • Naval Tradition “Special Trust and Confidence”
    • With responsibility goes authority and with them both goes accountability
  • Leadership Triad Responsibility Obligation Accountability Being answerable for actions/failure to take action Authority Control or power to act on responsibilities
    • Obligation to complete a task
      • Assigned, assumed, or conferred
    • Exists individually and at all levels of an organization
    • Responsibility CAN be delegated but CANNOT be transferred
    Responsibility
  • “ Responsibility is a unique concept. It can only reside and inhere in a single individual. You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you. You may disclaim it, but you cannot divest yourself of it. Even if you do not recognize it or admit its presence, you cannot escape it. If responsibility is rightfully yours, no evasion or ignorance or passing the blame can pass the burden to someone else. Unless you can point your finger at the man responsible when something goes wrong, then you have never had anyone really responsible.” – H. G. Rickover
    • Right to use assigned resources, including personnel, to accomplish a task or objective
      • Right to issue orders and expect obedience
      • Power or control to act on responsibility
    • CAN and should be delegated
    • Sources :
      • Positional and/or Personal Power
    Authority
    • Being answerable for responsibilities
      • Actions OR Failure to act
    • Linked to responsibility
      • Results NOT “intentions”
      • Emphasizes necessity to consider all possible consequences
    • CAN NEVER be delegated
    Accountability
  • Men will not long trust leaders who feel themselves beyond accountability for what they do
    • Assignment of new responsibilities (and authority to carry out tasking)
    • A form of power sharing (Empowerment)
    Delegation Not just telling people what to do
    • Improved Decision Quality
    • Enhanced subordinate commitment
    • Time management
    • Job enrichment
    • Development of subordinates
      • Creates learning opportunities
      • ID potential leaders
    Potential Advantages
  • What to Delegate
    • Tasks better done by subordinate
    • Urgent, not high priority tasks
    • Tasks relevant to a subordinate’s career
    • Tasks of appropriate difficulty
    • Both pleasant and unpleasant tasks
    • Tasks not central to the manager’s role
  • How to Delegate
    • Clear, concise expectations
      • Results/Objectives
      • Priorities/Deadlines
    • Provide adequate authority, specify limits of discretion
    • Specify reporting requirements
      • What/How often/Format
    • Ensure subordinates accept responsibility
      • Check for comprehension
      • Doubts/concerns/questions
    • Inform others who need to know
    • Monitor progress:
      • TRUST, BUT VERIFY
      • Ensure subordinate receives necessary info
      • Provide support/assistance
        • Avoid Reverse Delegation
    • Make mistakes a learning experience
      • Opportunity to train
      • What do you want next time?
    How to Delegate (CONT)
  • Why We Fail to Delegate
    • Need for power/control
    • Insecurity
      • Fear of subordinate failure (Trust)
      • Loss of control/Being in charge
    • Situational constraints
      • Time
      • Confidential information
    • Manager has expertise, self-confidence, and desire to maintain high quality
  • Questions?