Delegation- Secret of executive excellence

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Delegation- Secret of executive excellence
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WHAT IS DELEGATION

• The oxford dictionary meaning to delegation is
  entrust to another

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WHY DELEGATE ?

• Shall we make a try?
• Have chat to your neighbour first and come out
  with some agreements and then discuss among the
  group and provide a list for the information of
  everybody

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WHY DELEGATE

• THE REASONS FOR DELEGATING ARE TWO FOLD
• 1. To help the Manager
• 2. To develop the subordinates with the intention
  of strengthening the organization and improving
  its efficiency and performance at the same time

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SYMPTOMS OF POOR DELEGATION

• 1. Working longer hours than others
• 2. Having no lunch /coffee breaks
• 3.Taking work home
• 4. Spending time on mundane tasks
• 5.helping others who could do without the help

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SYMPTOMS OF POOR DELEGATION

• 6. Subordinates seeking advice all the time
• 7.Obsession with trivia- Perfectionist Syndrome
• 8. Unfinished tasks
• 9. No time for pleasure or recreation
• 10. Taking all decisions by himself

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RELUCTANCE TO DELEGATE

• 1. I can do it better myself -fallacy
• 2. Lack of confidence in subordinates
• 3. Inability to direct
• 4. Lack of communication
• 5. Fear of the Murphys law

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RELUCTANCE TO DELEGATE

• 6. Temperamentally unsuited to taking a chance
• 7. Fear of competition
• 8.Fear of expressing favouritism amongst
  subordinates
• 9.No contingency plans to cope with unanticipated
  problems

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RELUCTANCE TO DELEGATE

• 10. Unwilling to let subordinates make mistakes
  Temperamentally unsuite to taking a chance
• 11. Fear of repurcussions and personal judgement
  being called in to question
• 12. A desire to cling to simple tasks out of
  personal interest

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DELEGATION IS A TWO SIDED RELATIONSHIP

• EVEN WHEN A MANAGER IS READYTO TURN OVER
  AUTHORITY THE SUBORDINATE MAY SHRINKFROM
  ACCEPTING IT.THERE ARE SEVERAL POSSIBLE REASONS
  FOR SUCH RELUCTANCE

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RELUCTANCE TO ACCEPT AUTHORITY BY DELEGATEE

• 1. It may be easier to ask the boss what to do
  than decide for himself
• 2.lack of confidence in his own abilities
• 3. Already too much work to do
• 4.What is in it for me syndrome
• 5. Fear of criticism

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RELUCTANCE TO ACCEPT AUTHORITY BY DELEGATEE

• 6. It may be easier to ask the boss what to do
  than decide for himself
• 7.Fear of adverse reactions from colleagues
• 8. Lack of adequate information about the task
• 9.insufficient resources to do the job well

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WHAT TO DELEGATE

• Deciding on what to delegate can often be
  difficult and will be based on whether the aim of
  the delegation is to reduce personal pressure,
  develop subordinates or a combination of the two

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WHAT TO DELEGATE

• In determining what to delegate the sorts of
  questions a manager need to ask are as follows
• 1. What keeps again and again in the job
• 2.what are the minor decisionsmade most
  frequently
• 3.What detail takes up most of the time

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WHAT TO DELEGATE

• 4. Where will least damage occur should a mistake
  be made
• 5.which tasks could be handled by the
  subordinates better than or same as me
• 6.Which tasks do I enjoy doing just because IVe
  always done them
• 7.What jobs that could be delegated which would
  provide more variety and challenge to
  subordinates

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WHAT TO DELEGATE

• 8. What aspects of my workare directly related to
  something a subordinate does already
• 9.What kind of experience would be directly
  beneficial to subordinates in developing their
  skills and experience
• 10.What duties can be delegated which will have
  clearly specified direction and will require
  minimal control

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WHAT NOT TO DELEGATE

• In the practice of management Peter Drucker
  identifies areas of what he views as management
  responsibilities which should not be delegated

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WHAT NOT TO DELEGATE

• 1. Setting policy objectives
• 2. Organizing employees in to an efficient team
• 3. Motivating and communicating
• 4. Checking and analyzingresults
• 5. Setting training objectives

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WHY DELEGATION FAIL

• 1. Managers dont delegate enough to know the
  pitfalls
• 2. Managers fail to treat each situation as
  unique
• 3.There is a communication breakdown of some kind
  
• 4. The delegated areas are not defined clearly
  enough

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WHY DELEGATION FAIL

• 5. No allowance is made for inevitable errors
• 6.Managers fail to treat each situation as unique
  
• 7. There is a communication breakdown of some
  kind

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WHY DELEGATION FAIL

• 8.Insufficient checks and control mechanisms are
  built in to the project to prevent disaster
  whilst still allowing freedom and encouraging the
  initiative of the subordinate

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WHY DELEGATION FAIL

• 9.The extent of the authority afforded the
  subordinate results in upsetting the equilibrium
  of the department of section
• 10. True delegation does not take place- I.e. the
  delegator fails to let go of the reins

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Why Delegation fail at times?
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Why Delegation fail at times?Because people do
not manage it
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PLANNING FOR DELEGATION

• Successful delegation must be planned carefully
  and systematically if it is so to free the
  manager and enable him to become involved in
  other management priorities whilst still
  developing the skills and abilities of
  subordinates. Therefore attention needs to be
  given to the following

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PLANNING FOR DELEGATION

• Delegation should be done gradually
• Talk to subordinates and listen to what they have
  to say
• Assessing capabilities and identifying weaknesses

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PLANNING FOR DELEGATION

• Soliciting ideas from subordinates
• Identifying potential problems so that the risk
  is minimized
• Improving the organization of his section or
  department
• set up a clear procedure for delegating

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PROCEDURE FOR DELEGATION

• PHASE 1
• Critically examine own job
• List all tasks currently undertaken
• Add to the list any tasks which are currently
  omitted through lack of time
• Extract tasks which cannot/ should not be
  delegated

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PROCEDURE FOR DELEGATION

• Rearrange the remaining items in descending order
  of importance
• Note the estimated time required to perform each
  task
• Start at the top of the list and work down to a
  point at which there are sufficient tasks to cope
  with bearing in mind the time allocations made

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PROCEDURE FOR DELEGATION

• Draw a line across the list - All remaining tasks
  are possible candidatesfor delegation ( Even if
  some big tasks still remain-no matter People have
  to learn and they have a knack of growing in to
  the job)

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PROCEDURE FOR DELEGATION

• Phase 2
• Critically assess the capabilities of
  subordinates ( allowing for development)
• Match the tasks to the subordinates
• Brief each subordinate on the task(time spent on
  this will pay dividends)

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PROCEDURE FOR DELEGATION

• Phase 2
• Ensure that the parameters are understood
• Indicate the level of support you will provide
• Indicate the feedbackyou will expect to receive

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PROCEDURE FOR DELEGATION

• Phase 2
• Delegate the necessary authority
• Inform all those who need to know of that
  authority

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PROCEDURE FOR DELEGATION

• Phase 3
• Monitor progress by checking periodically
• Check the progress of the job, not the ability of
  the subordinate to do the job
• Keep your eyes and ears open but dont look for
  trouble

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CONSEQUENCES OF POOR DELEGATION

• TOO MUCH THINGS TO DO IN TOO LITTLE TIME WHICH
  MEANS
• STRESS

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ORGANIZE FOR SUCCESS

• USE 5 S METHOD- THE EASIEST OF ALL

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THAT IS HOW YOU DEVELOP SOMETHING CALLED A-------

• I AM YOUR CONSTANT COMPANION,I AM YOUR GREATEST
  HELPER OR HEAVIEST BURDEN, I WILL PUSH YOU
  ONWARDS OR DRAG YOU DOWN TO FAILURE.I AM
  COMPLETELY AT YOUR COMMAND.
• HALF THE THINGS YOU DO YOU MIGHT JUST AS WELL
  TURN OVER TO ME I WILL DO THEM QUICKLY
  CORRECTLY I AM EASILY MANAGED YOU MUST MERELY
  BE FIRM WITH ME. SHOW ME EXACTLY HOW YOU WANT
  SOMETHING DONE AFTER A FEW LESSONS I WILL DO IT
  AUTOMATICALLY I AM THE SERVANT OF ALL GREAT MEN
  WOMEN ALAS OF ALL FAILURES AS WELL.
• THOSE WHO ARE GREAT, I HAVE MADE GREAT, THOSE WHO
  ARE FAILURES, I HAVE MADE FAILURES, I AM NOT A
  MACHINE THOUGH I WORK WITH THE PRECISION OF A
  MACHINE PLUS THE INTELLIGENCE OF A PERSON
• YOU MAY RUN ME FOR PROFIT OR RUN ME FOR RUIN. IT
  MAKES NO DIFFERENCE TO ME
• TAKE ME, TRAIN ME, BE FIRM WITH ME I WILL PLACE
  THE WORLD AT YOUR FEET. BE EASY WITH ME I WILL
  DESTROY YOU. WHO AM I?
• I AM THE HABIT!

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Time management is actually balancing your
activities and doing first things first

• -END-