Delegation and motivation lecture

1. Engineering
Management
Delegation, Motivation
Lecture # 9

2. Delegation

3. Delegation
 Key activity performed by managers and
leaders
 Not easy but essential, if leader is to
operate efficiently
 Frees up managers time to do activities
of more importance for organization
 “If you want it to be done properly, do it
yourself.”

4. Definition of Delegation
Usually
 Manager
 retains the responsibility
 requires frequent interaction with
subordinate as the task progresses
 Subordinate
 has less freedom to act
 Needs to agree the method of
tackling the job with leader

5. Definition of Delegation
 In true delegation
 Subordinates should have high level
of autonomy to act as they think
best to achieve the results agreed
with the leader
 Monitoring the activity at agreed
upon points, unless help is
requested by the subordinate

6. Definition of Delegation
 When delegating a task, leaders are carrying
out the following;
 Giving to subordinates some of their own
responsibility, (usually of specific tasks and relevant
decisions)
 Giving subordinates sufficient authority to match
the responsibility
 Ensuring that subordinates accept accountability
for success or failure (leaders carry the ultimate
responsibility of all the tasks carried out by the team
under them)
 Be available to help with advice if required

7. Delegation Process
 Before leaders delegate tasks they
need to consider;
 What tasks to delegate?
 Level of delegation?
 Some of the examples of levels of
delegation are;

8. Delegation Process
 Leaders instruct subordinates to do the task, but
to check with them before taking any decision
(this is not really delegation, but task allocation)
 Leaders instruct subordinates to do the task and
keep them fully informed
 Leaders request subordinates to carry out task,
holding weekly reviews with them
 Leaders delegate the task and say ‘let me know
if I can help’
 Leaders abdicate the tasks by saying, ‘here you
are; do this and let me know when finished’

9. Delegation Process
 Steps need to be followed in delegation;
 Analyze all the jobs that need to be done
and decide which can be delegated (usually
if a task can be clearly defined then it is a candidate for
delegation)
 Out of the jobs that can be delegated
decide which job to keep and which to
delegate and to whom?
 Analyze the subordinates who will receive
these tasks (any special training or coaching?)

10. Delegation Process
 Agree the content and expected results of
delegated tasks with the subordinates (often
delegation can be in stages, with reducing intervention
from leader)
 Delegate the task and trust in the subordinate
to achieve the agreed objectives (discretely
monitor progress and offer help when asked)
 If the subordinate achieves the result then
provide reward (prize, promotion, bonus, bigger
assignment)
 If subordinate fails, take it as a learning
experience (leader should have monitored progress so
that failure should have not allowed to occur)

11. Motivation

12. Motivation
 Motive:
 A consideration or motion that excites to
action
 Motivation:
 A motivating force
Motivation is therefore a force which
excites and drives a person to action.

13. Motivation
 People are highly motivated
when they join any org.
 After some time their motivation
level drops
 Factors that cause this change in
morale & motivation are;

14. Motivation
1. Favoritism
2. Excessive emphasis within the
company on status (different canteen for staff
and managers)
3. Non-recognition of achievements
4. Petty regulations
5. Poor communication

15. Motivation
 Motivation varies with time
(e.g., age of person, mood at the time, etc.)
 There are two main types of
motivation drivers;
1. Primary motivation drivers;
1. instinctive (hunger, thirst, pain avoidance)
2. Secondary motivation drivers; learned
(doing a good project/assignment that will get praise from
the teacher)

16. Motivation and Performance
 Every action has positive and negative
factor associated with it which vary from
person to person
 Factors that affect job performance are;
1. Ability related to the task being done
2. Availability of support tools
3. Organizational environment
4. Clearly defined missions and goals
5. Motivation on the job

17. Motivational Theories
 Maslow, in his need-hierarchy model of
motivation postulated five levels of needs;
1. Psychological needs; (basic needs, such as hunger,
thirst, shelter)
2. Safety needs; (protection from threat and danger,
physical or emotional)
3. Social needs; (need to belong to a group)
4. Esteem needs; (ego needs – self esteem and esteem
for others)
5. Self-actualization needs; (need for continual self
development)

18. Maslow’s need-hierarchy model
of motivation

19. Motivational Theories
 Maslow further postulated that;
1. A higher level need only arises
when the ones below are satisfied
2. A satisfied need no longer
dominates an individual’s behavior
3. An unsatisfied need acts as a
motivator

20. Motivational Theories
 McGregor’s theory X and theory Y
 Theory X – hygiene seekers, carrot
and stick motivation technique
 Theory Y – motivation seekers

21. Motivational Theories
 McClelland postulated that each
person is motivated by one of three
needs;
1. Need for power; (power is desired for the sake
of power, not for achieving the goals)
2. Need for affiliation; (need for belonging to a
group)
3. Need for achievement; (motivation by
achieving the goals)

22. Motivation Techniques
 In order to motivate staff effectively
a manager or team lead must;
 understand the needs of
subordinates and
 ensure that these are matched to
the requirements of the
organization in which they work

23. Motivation Techniques
 Considerations which must be taken
into account when motivating staff;
1. Financial reward
 Hygiene needs
 Esteem needs
2. Financial techniques for motivation
(incentive payments, profit sharing, bonus)
3. Working conditions – dissatisfaction
preventer rather than as a motivator

24. Motivation Techniques
4. Job security – demotivator (powerful short-
term motivator)
5. Social needs – (meetings, talking over tea)
6. Effective communication – up & down
the hierarchy
7. Recognition for high performers
8. Power to influence others – delegation
of powers to subordinate
9. Work and its contents – important for
professionals