supervisory management


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supervisory management

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  3. 3.  What is Delegation?  Delegation means handing over some of your authority and control to someone else while being accountable of the outcome. 3
  4. 4.  It is impossible for one person to exercise all the authority for making decisions in the organization.  Studies have shown that many managers fail because of poor delegation. 4
  5. 5.  Delegation is one of the most important skills. Technical professionals, team and business leaders, managers, and executives all need to develop good delegation skills. There are many rules and techniques that help people to delegate. Good delegation saves money, time, builds people and team skills, 5
  6. 6.  Analysis: Sorting tasks to be delegated  Appointment: Naming the delegate  Briefing:  Control:  Appraisal: Reviewing and revising. How well has the delegate performed the task. Define the task Monitoring and encouraging 6
  7. 7.  Delegation empowers a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. Delegation, if properly done, is not abdication. The opposite of effective delegation is micromanagement, where a manager provides too much input, direction, and review of delegated work. 7
  8. 8. 1. Choose the right person for the job. 2. Train them well. 3. Be loyal to your staff and they will be loyal to you. 4. Delegate responsibility in the right way. 5. The delegate must accept the responsibility. 8
  9. 9. 6. Know how much the delegate is capable of carrying out. 7. Maintain open lines of communication. 8. Establish proper controls. 9. Receive feedback from the delegate. 9
  10. 10.  A Supervisor who avoids delegation of tasks cannot possibly hope to complete the whole job effectively.  A supervisor should not show reluctance ( a lack of faith).  The supervisor should not give the impression that the delegate is going on trial.  The delegate should not be left alone.  The manager should not keep interfering. 10
  11. 11.  The delegator must monitor the delegated task.  The delegator must have the right experience to coach others.  The delegate must be allowed sufficient autonomy to undertake the task in his own way.  Once an area of responsibility has been delegated to a delegate it must be left where it has been delegated, the manager must not keep interfering. 11
  12. 12.  How much is the risk?  How much responsibility?  How much authority?  Never keep work simply because you do it better.  Ask if you are delegating enough to others.  Check regularly on progress of the delegated task.  Make sure that everybody knows what he is authorized to do. 12
  13. 13.  You get more done.  You motivate your staff.  You learn to let go.  You create promotion for someone. 13
  14. 14.  You get to know people better and so enhance relationships.  Stress levels decrease across the work force.  The more you delegate the more experience staff become. 14
  15. 15.  The Supervisor’s Barriers:  Lack of trust.  Fear of losing the job.  Fear of losing the face.  Not being organized. 15
  16. 16.  Feeling irreplaceable.  Being too busy.  Being too suspicious.  Demanding too high standards. 16
  17. 17.  Feeling insecure.  Fear of the Boss.  Fear of taking decisions.  Fear of losing something of high value. 17
  18. 18.  Recognize your own barriers.  Overcome your fears.  Don’t feel insecure.  Have confident in your own abilities.  Know the values of delegating.  Ensure your staffs have the right training. Once you have overcome the above barriers, your efficiency as a delegator will be greatly increased. 18
  19. 19. 1. Delegation is a two-way street. That’s right! Delegation is meant to develop you and the people you work with. Consider what you are delegating and why you are delegating it. Are you delegating to build people, get rid of work you don’t like to do or to develop someone? 19
  20. 20. 2. To be a good delegator you need to let go. You can’t control everything so let go and trust the people you work with. Hand over those tasks to other people that are stopping you from reaching your full potential. 20
  21. 21. 3. Create a delegation plan. Use a delegation matrix that shows your people and the main task components and how you can develop your people and get the work done. This will help your people understand the expectations being set. 21
  22. 22. 4. Define the tasks that must be done. Make sure that the task can be delegated and is suitable to be delegated. Some things you have to do and others can be done by someone else. Be clear on what the task is and is not. People like clarity when being delegated to. So ensure you are clear. 22
  23. 23. 5. State the required outcomes and results. Answer questions like what must be achieved, what the measurements will be, and clarify how you intend to decide that the job was successfully done. 23
  24. 24. 6. Provide and get feedback for teams members and individuals. It is important that you let people know how they are doing and if they are achieving their aim 24
  25. 25.  What is meant by the delegation of responsibility? And why is it so important for a manager to delegate responsibility? What are the benefits of delegation of responsibility in the right way? 25
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