This document discusses delegation, including: - Defining authority, responsibility, and accountability as key parts of delegation. Ultimate responsibility lies with the delegator. - Authority allows someone to get a job done, while accountability is accepted along with responsibility. - Communication is important, with issues moving up one level of command and bosses kept informed. - Benefits of delegation include freeing up supervisors for other roles and allowing employees to take on responsibility and contribute more. - Common reasons for resistance to delegation include fears of mistakes or employees performing better, as well as force of habit.

1. Annalisa E + Luke V

2. What is Delegation?
Authority
Responsibility
Accountability

3. What is..(cont.)
 Responsibility
 Ultimate Responsibility
 Authority
 Get the job done
 Carefully define the terms
 Accountability
 Automatic once responsibility is accepted
 Obligation

4. Chutes & Ladders
 Chain of command
 Lines of Responsibility + Authority
 Accountability moves opposite
Responsibility
 Channels of Communication
○ 1 level – immediate superior/subordinate
○ Don’t cross channels
○ Keep YOUR boss informed

5. The Good Stuff..
 Delegation as a conceptual skill
 Parts of the whole
 Benefits
 Once an employee is trained the
supervisor can fall back into a supportive
role
 People who are given responsibility
generally work better and get more done.
 Developing your people and multiplying their
contribution.

6. Resistance
 Afraid of the work not being done correctly
 Ego problem- this place NEEDS me
 Afraid employees will turn out better work than they would
have otherwise put out themselves
 Do not want to take responsibility for the mistakes of others.
 Habit or momentum
 Some people simply cannot delegate, ex) family run business
 Supervisors who are newly promoted from hourly jobs also have troube
shifting from doing to managing(most common reason for failure to
delegate
 Momentum takes over common sense, cannot see long term benefits
over immediate issue
 There may be no workers who are qualified and willing

7. Workers Say Nay
 Job Loading
 FEAR
 Failure
 Consequences of possible mistakes
 Rejection by coworkers
 Comfortable

8. Conditions for Success
 Advance Planning
 Positive Attitude
 Trust
 Let go and take risks
 Good Communication
 Commitment

9. How DO We Delegate?
 Plan
 Data collection
 Sifting and organizing
 Pick a person
 Develop the task in detail – think performance standard
 Define area of responsibility
 Define activities to be carried out
 Define results you expect
 Define authority necessary to fulfill the responsibility
 Delegate
 Responsibility
 Authority
 accountability
 Follow up
 Reverse delegation

10. Mistakes & Missteps
 Not communicating clearly
 Over supervising
 Not taking enough time to train or not giving enough support
 Delegating without setting up controls
 Job loading
 Assigning dead end, boring, unchallenging tasks with no
additional incentive
 Delegating to the wrong person
 Delegating unpleasant parts of a job that involve the boss-
subordinate relationship
 Setting up overlapping responsibilities

11. Activity