Delegation An Introduction Presented by: Prof. V. Viswanadham

Not just telling people what to do Delegation

Assignment of new responsibilities (and authority to carry out tasks) A form of power sharing (Empowerment) Delegation

With responsibility goes authority and with them both goes accountability

With responsibility

goes authority and

with them both

goes accountability

Responsibility Obligation Accountability Being answerable for actions / failure to take action Authority Control or power to act on responsibilities

Responsibility CAN be delegated but CAN NOT be transferred Responsibility ~ You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you.

Responsibility CAN be delegated

but CAN NOT be transferred

Responsibility ~

You may share it with others,

but your portion is not diminished.

You may delegate it,

but it is still with you.

Authority ~ 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

~ 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

Accountability Being answerable for responsibilities ~ Actions OR Failure to act linked to responsibility. Results matter ~ NOT “intentions” Emphasizes necessity to consider all possible consequences CAN NEVER be delegated

Being answerable for responsibilities

~ Actions OR Failure to act

linked to responsibility.

Results matter ~ NOT “intentions”

Emphasizes necessity to consider all possible consequences

CAN NEVER be delegated

Assignment of new responsibilities (and authority to carry out tasking) A form of power sharing (Empowerment) Potential Advantages of Delegation Improved Decision Quality Enhanced subordinate commitment Better Time management Job enrichment Development of subordinates Creates learning opportunities Helps in identifying potential leaders Improves Team Building

Improved Decision Quality

Enhanced subordinate commitment

Better Time management

Job enrichment

Development of subordinates

Creates learning opportunities

Helps in identifying potential leaders

Improves Team Building

What to Delegate ~ Tasks better done by subordinates ~ 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 about ~ Results / Objectives Priorities / Deadlines Provide adequate authority, specify limits of discretion Specify reporting requirements ~ What / How often / Format Ensure that subordinates accept responsibility Check for comprehension ~ Clarify Doubts / concerns / questions (CONT)

Clear, concise expectations about ~

Results / Objectives

Priorities / Deadlines

Provide adequate authority,

specify limits of discretion

Specify reporting requirements ~

What / How often / Format

Ensure that subordinates accept responsibility

Check for comprehension ~

Clarify Doubts / concerns / questions

(CONT)

How to Delegate (Contd) Inform all others who need to know about the delegation made Monitor progress: TRUST, BUT VERIFY Ensure that subordinate receives necessary information Provide support / assistance Avoid Reverse Delegation Make mistakes a learning experience Opportunity to train Review and explain what do you want next time?

Inform all others who need to know

about the delegation made

Monitor progress:

TRUST, BUT VERIFY

Ensure that subordinate receives

necessary information

Provide support / assistance

Avoid Reverse Delegation

Make mistakes a learning experience

Opportunity to train

Review and explain what do you want next time?

Why We Fail to Delegate Why We Fail to Delegate Need for power / control Feeling a sense of Insecurity Fear of subordinate failure ( Distrust ) Loss of control / being in charge Situational constraints Non-availability of Time The nature of job - Confidential information Manager has expertise, self-confidence, and desires to maintain high quality

Need for power / control

Feeling a sense of Insecurity

Fear of subordinate failure ( Distrust )

Loss of control / being in charge

Situational constraints

Non-availability of Time

The nature of job - Confidential information

Manager has expertise, self-confidence, and desires to maintain high quality

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