This document discusses delegation and motivation in management. It defines delegation as assigning tasks and responsibilities to subordinates while maintaining accountability. The delegation process involves analyzing which tasks can be delegated, the appropriate level of delegation, agreeing on objectives, and providing feedback. Motivation is influenced by factors like ability, support, goals, and organizational environment. Motivational theories discussed include Maslow's hierarchy of needs and McClelland's three needs (power, affiliation, achievement). Techniques for motivating staff involve understanding subordinates' needs, financial rewards, working conditions, communication, and job content.

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