Delegation Human Resources Management Ever watch good delegates in action? They know exactly which jobs to hand and to whom. They know the old talents to tap and the new talents to test. Somehow, they even make the busiest people feel privileged to do even more. Delegating is a management tool that should be used in every company out there. Mark Twain once said, “To be good is noble, but to teach other’s how to be good is nobler-and much less trouble.” Webster’s Dictionary defines delegating as entrusting authority to another. The key to delegating is the word entrust.
When you delegate, you entrust the entire matter to the other person along with sufficient authority to make it work. It involves authorizing others to carry out specific tasks under your general supervision. It forces the manager to be more organized because the supervisor must outline projects, assign responsibilities, set deadlines, and check progress. There are several guidelines to effectively delegate.
You must communicate fully the degrees of freedom and judgment you expect the other person to use. Delegate authority as well as responsibility. Your subordinate must have the authority to carry out the responsibilities they have been delegated. Setting performance standards also allows the individual to understand the outcome you expect. Finally, delegate your reoccurring work, and don’t dump.
The supervisor must not abdicate his responsibilities, and must understand that the responsibilities are never lifted from his shoulders, and understand that the responsibilities of the results of the unit are still the managers. There are five steps to delegation. First you must define the task completely. You then must determine to whom to delegate the project to. The most important step is to provide clear communication of what the instructions are and your expectations regarding the task. The delegator and delegate e must than reach a mutual agreement about the task and any deadlines you may provide.
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Identify Duties, Responsibilities, and Authority of Warrant Officers at the Company Level. Task Number 020-320-0001 Title Identify Duties, Responsibilities, and Authority of Warrant Officers at the Company Level. Effective Date Resources: Warrant Officer Career Progression (1) The entry level position coded, “W2,” will be filled by warrant officers in the grade WO1 and CW2 who have completed the ...
Finally, you must monitor and evaluate the results and provide feedback to let the individual know your thoughts on the task. Everyone benefits from delegation by having time to accomplish the management duties that often get neglected. This may include long range planning, innovation, and coordination with your work group and representing your work group and its members to higher management. These things don’t get done well when you are heavily involved in the day-to-day work of your section. The delegator has more time for advance skills while the delegate e gains new skills and abilities.
The entire organization achieves goals more efficiently and improves the quality of care and satisfaction of the entire company. Does this mean delegate all things? No! Delegate to people who understand the assignment, your philosophy, objectives and your strategies. Don’t make the mistake of delegating projects to the same individual every single time. This not only bombards that individual but you are not allowing the other workers a chance to excel.
Delegating projects to the same individual because you know the task will be completed right and on time abuses that person and shows others your lack of fate in their work. Follow these rules of Delegating: 1. Be Patient- People who take on jobs need time to learn. 2.
Assign Work gradually. Do not expect a subordinate to assume total responsibility overnight. 3. Try to delegate in advance. Avoid dropping a crash problem in a subordinates lap.
4. Assign an entire job, not parts, whenever possible. It reduces confusion and errors. With all the benefits that delegating offers, some supervisors are still reluctant to delegate for different types of reasons.
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Should I do it now or wait till later? Every person has their own style or way they accomplish doing work. Many feel the need to begin working on an assignment right when they get it. While others procrastinate and do not complete the assignment until right before it is due. There are many different attitudes that one may have when dealing with work. Everyone accomplishes work in their own way. ...
Some of those reasons are: Supervisors feel if they want anything done right, they have to do it themselves. They fear of an employee looking too good. Their preconceived ideas about employees. Their human attraction for power. There are some tasks that cannot be delegated and must only be handled by the supervisor.
Those include planning activities, assigning work, motivational problems, counseling employees, resolving conflict situations, and tasks specifically assigned to the supervisor. Work you are now doing that can be delegated immediately should be assigned to the individuals that are trained to accomplish the task. Since you already freed up some of your time, start training individuals on other duties. You benefit from delegation by having time to address the higher-order management duties, which often get neglected.
Those things don’t get done well when you are heavily involved in the day-to-day work of your group. Delegation has been characterized as giving staff members plenty of rope making sure they do not hang themselves. This means you need to provide the necessary training for them to be able to do the delegated work. It also means that you must provide an environment where they feel at ease coming to you when the going gets touch or a decision has failed. Micromanagement is never a good quality to have to achieve success in a business.
They need to know they must keep you informed because of your interest in what’s going on, not because you are the boss peering over their shoulders. References: Alexander, R. (1992).
Commonsense Time Management. New York: Amacom Haynes, M. (1991).
Practical Time Management. California: Crisp Publications Rue, L & Byars, L. , (2001).
Supervision.
New York: McGraw-Hill.
