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MS.S. JASMIN DEBORA
PROFESSOR,
DEPT OF MEDICAL SURGICAL NURSING,
NRI COLLEGE OF NURSIN1G
Objectives
By the end of this session you will be able to:
Appreciate the importance of delegating to others as a way to offload
work and get more done in your busy life
Face your fear of delegation and learn to think positively of delegating
tasks to others
Adopt an appropriate strategy to delegate the right task to the right
people at the right time and in the right way
Use a systematic step-by-step approach to brief people on what you want
to delegate to them
2
What is Delegation?
Delegation is the assignment of responsibility to
another person for the purpose of carrying out specific
job-related activities. Delegation is a shift of decision-
making authority from one organizational level to
another.
Benefits of Delegation
Manager / Supervisor Benefits
Reduced stress
Improved time management
Increased trust
Employee Benefits
Professional knowledge and skill development
Elevated self-esteem and confidence
Sense of achievement
Organizational Benefits
Increased teamwork
Increased productivity and efficiency
Why Not?
…its too hard!
…it takes
…nobody
can
…nobody
too much time!
can do it as good as I
else has any time
either……
Top 10 Barriers to Delegation
Knowing When to Delegate
Delegating can be especially helpful in the following
situations:
When the task offers valuable training to an employee
When an employee has more knowledge or experience
related to the task than you
When the task is recurring and all employees should be
prepared or trained
When the task is of low priority and you have high
priority tasks that require your immediate attention
To Whom Should You Delegate?
When deciding who to select for the task, you must
consider:
The current work load of the employee
The employee’s strengths and weaknesses
The training and experience levels of the employee
Activity – 6 Levels of Delegation
9
Activity – Identify your style of Delegation
10
Steps in Delegation
I – Introduce the task
D- Demonstrate clearly what needs
E - Ensure understanding
to be done
A - Allocate authority, information
L - Let go
S - Support and Monitor
and resources
Introduce the Task
Determine the task to
be delegated
Determine the tasks
to retain
Select the delegate
Introduce the Task
Determine the task to
be delegated
Determine the tasks to
retain
Select the delegate
Those tasks you
completed prior to
assuming new role
Those tasks your
delegates have more
experience with
Routine activities
Those things not in your
core competency
Introduce the Task
Determine the task to be
delegated
Determine the tasks to
retain
Select the delegate
Supervision of the
subordinates
Long-term planning
Tasks only you can do
Assurance of program
compliance
Dismissal of
volunteers/members/par
ents, etc.
Introduce the Task
Determine the task to be
delegated
Determine the tasks to
retain
Select the delegate
Look at the individual
strengths/weaknesses
Determine the areas of
interest
Determine the need for
development of the
delegate
Introduce the Task
Use What-Why
Statements:
I want you to do…..
Because you……
What-Why Statements
In your groups, brainstorm 5 tasks you are
currently doing that could be delegated.
Determine who would serve as your best
delegate for each of the tasks.
Compose what – why statements for each
of the 5 tasks brainstormed.
Demonstrate Clearly
Show examples of previous work
Explain objectives
Discuss timelines, set deadlines
Ensuring Understanding
Clear communication
Ask for clarification
Secure commitment
Don’t say no to them
Collaboratively determine methods for follow-up
Allocate…
authority, information, resources
Grant authority to determine process, not desired
outcomes
Provide access to all information sources
Refer delegate to contact persons or specific resources
that have assisted previously
Provide appropriate training to ensure success
Let go…
Communicate delegate’s authority
Step back, let them work
Use constrained access
Don’t allow for reverse delegation
Support and Monitor
Schedule follow-up meetings
Review progress
Assist, when requested
Avoid interference
Publicly praise progress and completion
Encourage problem solving
Support and Monitor
In your group, select one task from your
previous group work.
techniques that would
supporting/monitoring
delegate.
Determine 5
be effective for
the progress of a
Activity – Why do Managers….?
24
Delegation Stressors
Loss of control?
If you train your subordinates to apply the same
criteria as you would yourself, then they will be
exercising your control on your behalf.
Delegation Stressors
Too much time spent on explaining the tasks
The amount of time spent up front is, in fact, great.
But, continued use of delegation may free you up to
complete more complex tasks and/or gain you some
time for yourself.
Delegation Stressors
Compromising your own value
By successfully utilizing appropriate
value to the group/organization will
delegation, your
grow at a greater
rate as you will have more time to do more things…….
Delegation Obstacles
Lack of support
Managers and employees must be fully supportive of the
delegation efforts in order to be successful
Failure to plan
Taking the time to follow the steps for delegation can avoid
any pitfalls that might otherwise be overlooked
Lack of communication
Communicating the plan in a clear and precise manner
prevents errors caused by miscommunication
Delegation Obstacles (cont’d.)
Fear of relinquishing control
Management may be resistant to delegating at first, but
delegation can build trust and morale among managers and
employees
Micromanagement
Micromanagement prevents employees from completing their
assigned tasks and defeats the purpose of delegation
Signs of Micromanagement
Micromanaging occurs when a manager assigns a task
to an employee, but prevents the employee from
successfully completing the task on his/her own
Micromanagers usually:
Resist delegating
Prevent employees from making decisions
Revoke tasks after they have been assigned
Avoid letting employees work independently
How to Avoid Micromanagement
Clearlydefine the roles and responsibilitiesof
managers and employees
Create a written plan and timeline
Include scheduled meetings and evaluations rather
than frequent ‘check ins’ that can be viewed as
micromanaging
Allow employees and managers to openly
communicate any concerns or questions they may have
Practice Makes Perfect
It gets easier the more you do it
You become more familiar with your delegates
Flow-through task delegation
Activity – Complete Delegation Exercise
33
Consequences of poor delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience tocarry
on
Group morale becomes low and people become frustrated
and feel powerless
The skills and knowledge of the group/organization are
concentrated in a few people
New members don’t find any ways to contribute to the
work of the group.
And, finally…..
“The secret of success is not in doing your own work
but in recognizing the right [person] to do it.”
~Andrew Carnegie
Thank you
36

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delegation.pptx

  • 1. MS.S. JASMIN DEBORA PROFESSOR, DEPT OF MEDICAL SURGICAL NURSING, NRI COLLEGE OF NURSIN1G
  • 2. Objectives By the end of this session you will be able to: Appreciate the importance of delegating to others as a way to offload work and get more done in your busy life Face your fear of delegation and learn to think positively of delegating tasks to others Adopt an appropriate strategy to delegate the right task to the right people at the right time and in the right way Use a systematic step-by-step approach to brief people on what you want to delegate to them 2
  • 3. What is Delegation? Delegation is the assignment of responsibility to another person for the purpose of carrying out specific job-related activities. Delegation is a shift of decision- making authority from one organizational level to another.
  • 4. Benefits of Delegation Manager / Supervisor Benefits Reduced stress Improved time management Increased trust Employee Benefits Professional knowledge and skill development Elevated self-esteem and confidence Sense of achievement Organizational Benefits Increased teamwork Increased productivity and efficiency
  • 5. Why Not? …its too hard! …it takes …nobody can …nobody too much time! can do it as good as I else has any time either……
  • 6. Top 10 Barriers to Delegation
  • 7. Knowing When to Delegate Delegating can be especially helpful in the following situations: When the task offers valuable training to an employee When an employee has more knowledge or experience related to the task than you When the task is recurring and all employees should be prepared or trained When the task is of low priority and you have high priority tasks that require your immediate attention
  • 8. To Whom Should You Delegate? When deciding who to select for the task, you must consider: The current work load of the employee The employee’s strengths and weaknesses The training and experience levels of the employee
  • 9. Activity – 6 Levels of Delegation 9
  • 10. Activity – Identify your style of Delegation 10
  • 11. Steps in Delegation I – Introduce the task D- Demonstrate clearly what needs E - Ensure understanding to be done A - Allocate authority, information L - Let go S - Support and Monitor and resources
  • 12. Introduce the Task Determine the task to be delegated Determine the tasks to retain Select the delegate
  • 13. Introduce the Task Determine the task to be delegated Determine the tasks to retain Select the delegate Those tasks you completed prior to assuming new role Those tasks your delegates have more experience with Routine activities Those things not in your core competency
  • 14. Introduce the Task Determine the task to be delegated Determine the tasks to retain Select the delegate Supervision of the subordinates Long-term planning Tasks only you can do Assurance of program compliance Dismissal of volunteers/members/par ents, etc.
  • 15. Introduce the Task Determine the task to be delegated Determine the tasks to retain Select the delegate Look at the individual strengths/weaknesses Determine the areas of interest Determine the need for development of the delegate
  • 16. Introduce the Task Use What-Why Statements: I want you to do….. Because you……
  • 17. What-Why Statements In your groups, brainstorm 5 tasks you are currently doing that could be delegated. Determine who would serve as your best delegate for each of the tasks. Compose what – why statements for each of the 5 tasks brainstormed.
  • 18. Demonstrate Clearly Show examples of previous work Explain objectives Discuss timelines, set deadlines
  • 19. Ensuring Understanding Clear communication Ask for clarification Secure commitment Don’t say no to them Collaboratively determine methods for follow-up
  • 20. Allocate… authority, information, resources Grant authority to determine process, not desired outcomes Provide access to all information sources Refer delegate to contact persons or specific resources that have assisted previously Provide appropriate training to ensure success
  • 21. Let go… Communicate delegate’s authority Step back, let them work Use constrained access Don’t allow for reverse delegation
  • 22. Support and Monitor Schedule follow-up meetings Review progress Assist, when requested Avoid interference Publicly praise progress and completion Encourage problem solving
  • 23. Support and Monitor In your group, select one task from your previous group work. techniques that would supporting/monitoring delegate. Determine 5 be effective for the progress of a
  • 24. Activity – Why do Managers….? 24
  • 25. Delegation Stressors Loss of control? If you train your subordinates to apply the same criteria as you would yourself, then they will be exercising your control on your behalf.
  • 26. Delegation Stressors Too much time spent on explaining the tasks The amount of time spent up front is, in fact, great. But, continued use of delegation may free you up to complete more complex tasks and/or gain you some time for yourself.
  • 27. Delegation Stressors Compromising your own value By successfully utilizing appropriate value to the group/organization will delegation, your grow at a greater rate as you will have more time to do more things…….
  • 28. Delegation Obstacles Lack of support Managers and employees must be fully supportive of the delegation efforts in order to be successful Failure to plan Taking the time to follow the steps for delegation can avoid any pitfalls that might otherwise be overlooked Lack of communication Communicating the plan in a clear and precise manner prevents errors caused by miscommunication
  • 29. Delegation Obstacles (cont’d.) Fear of relinquishing control Management may be resistant to delegating at first, but delegation can build trust and morale among managers and employees Micromanagement Micromanagement prevents employees from completing their assigned tasks and defeats the purpose of delegation
  • 30. Signs of Micromanagement Micromanaging occurs when a manager assigns a task to an employee, but prevents the employee from successfully completing the task on his/her own Micromanagers usually: Resist delegating Prevent employees from making decisions Revoke tasks after they have been assigned Avoid letting employees work independently
  • 31. How to Avoid Micromanagement Clearlydefine the roles and responsibilitiesof managers and employees Create a written plan and timeline Include scheduled meetings and evaluations rather than frequent ‘check ins’ that can be viewed as micromanaging Allow employees and managers to openly communicate any concerns or questions they may have
  • 32. Practice Makes Perfect It gets easier the more you do it You become more familiar with your delegates Flow-through task delegation
  • 33. Activity – Complete Delegation Exercise 33
  • 34. Consequences of poor delegating Information and decision-making not shared by the group Leaders become tired out When leaders leave groups, no one has experience tocarry on Group morale becomes low and people become frustrated and feel powerless The skills and knowledge of the group/organization are concentrated in a few people New members don’t find any ways to contribute to the work of the group.
  • 35. And, finally….. “The secret of success is not in doing your own work but in recognizing the right [person] to do it.” ~Andrew Carnegie