THE ART OF DELEGATION

Delegation is the art of getting work done through others.

Delegation refers to the transfer of rights from one person to another person.

Presented by Group 10 MFM Sem I: Dipti Patil - 40 Hitesh kalwani 25 Hemant Hedge - 21 Rajendra Badigar - 1 Vishnu Sawant 47 Jyoti Pandey-38

EXTRA SLIDE PLS REMOVE I HV DEVIDED THE TOPIC TO PRESENT AMONG US AS BWLOW:
What is delegation definition - Dipti Why delegate and why not delegate? -- Dipti What to delegate and what not to delegate? -Hitesh Guidelines for delegating -- Hitesh Five Rights of delegation -- Rajender Importance of delegation -- Rajender Types of delegation -- Hemant Benefits of delegation -- Hemant Steps in delegation -- Vishnu Delegation Stressors -- Jyoti

AGENDA
What is delegation definition Why delegate and why not delegate? What to delegate and what not to delegate? Guidelines for delegating Five Rights of delegation Importance of delegation Types of delegation Benefits of delegation Steps in delegation Delegation Stressors

DELEGATION:
How to get others to do your work, so you can get on to what youre really suppose to be doing. OR The act of delegating, or investing with authority to act for another (dictionary.com) OR. the distribution of responsibility and authority to others while holding them accountable for their performance. (www.lawsoncg.com)

DEFINATION
Louis A. Allen
Delegation is the dynamic of management, it is the process a manager follows is dividing the work assigned to him so that he perform that part which only he, because of his unique organizational placement, can perform effectively and so that he can get other to help them with what remains.

WHY DELEGATE?
To use skills and resources already within the group To keep from burning out a few leaders To develop new leaders and build new skills within the group To get things done To prevent the group from getting too dependent on one or two leaders To become more powerful as a group To allow everyone to feel a part of the effort and the success Group members feel more committed if they have a role and feel needed

WHY NOT??

its too hard! it takes too much time!

nobody can do it as good as I can

nobody else has any time either

WHAT TO DELEGATE

Paperwork Routine tasks Technical matters Tasks that develop employees Tasks associated with solving employees problems

WHAT NOT TO DELEGATE

Anything that you need to be involved with because of your unique knowledge or skill

Personnel matters (evaluating, disciplining, firing)

Confidential matters Projects or tasks in crisis Activities delegated to you personally

GUIDELINES FOR DELEGATING

Be clear about what you want to done, when it should be done, and the expected results. Delegate both tedious and interesting tasks. Be prepared to do some coaching if needed. Monitor progress (schedule dates) and provide feedback. Keep lines of communication open, to be available as a resource.

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GUIDELINES FOR DELEGATING (CONTD.)

Build a shared sense of responsibility among the team. Focus on results, not on how tasks should be accomplished. Develop trust in less-skilled staff by providing structured assignments. Develop strong performers by assigning projects with high visibility.

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THE FIVE RIGHTS OF DELEGATION

1.

2.
3. 4. 5.

Right Task Right Circumstances Right Person Right Direction/Communication Right Supervision/Evaluation

IMPORTANCE OF DELEGATION

planning, organizing & controlling. & economic.

Effective

Tool for motivating Method Of Training sub-ordinates & building morals.

TYPES OF DELEGATION
1. 2. 3. 4. 5.

6.
7. 8.

9.

General Delegation Specific Delegation Written Delegation Unwritten Delegation Formal Delegation Informal Delegation Downward Delegation Accrued Delegation Sideward Delegation

Friends, I hv not got description on types. Pls search on net to explain in class

NEED TO TYPE

STEPS IN DELEGATION

I Introduce the task

D-Demonstrate clearly what needs to be done

E-Ensure understanding

A-Allocate authority, information and resources

L-Let go

S-Support and monitor

INTRODUCE THE TASK

Determine

task to be

delegated Determine tasks to retain Select delegate

INTRODUCE THE TASK

Determine task to be delegated Determine tasks to retain Select delegate

Those tasks you completed prior to assuming new role Those tasks your delegates have more experience with Routine activities Those things not in your core competency

INTRODUCE THE TASK

Determine task to be delegated Determine tasks to retain Select delegate

Supervision of subordinates Long-term planning Tasks only you can do Assurance of program compliance Dismissal of volunteers/members/pa rents, etc.

INTRODUCE THE TASK

Determine task to be delegated Determine tasks to retain Select delegate

Look at individual strengths/weaknesses Determine interest areas Determine need for development of delegate

INTRODUCE THE TASK

Use What-Why Statements: I want you to do.. Because you

DEMONSTRATE CLEARLY

Show examples of previous work Explain objectives Discuss timetable, set deadlines

ENSURING UNDERSTANDING
Clear communication Ask for clarification Secure commitment Dont say no for them Collaboratively determine methods for follow-up

ALLOCATE AUTHORITY, INFORMATION, RESOURCES

Grant authority to determine process, not desired outcomes Provide access to all information sources Refer delegate to contact persons or specific resources that have assisted previously Provide appropriate training to ensure success

LET GO
Communicate delegates authority Step back, let them work Use constrained access Dont allow for reverse delegation

SUPPORT AND MONITOR

Schedule follow-up meetings Review progress Assist, when requested Avoid interference Publicly praise progress and completion Encourage problem solving

DELEGATION STRESSORS
Loss of control? If you train your subordinates to apply the same criteria as you would yourself, then they will be exercising your control on your behalf.

DELEGATION STRESSORS
Too much time spent on explaining tasks The amount of time spent up front is, in fact, great. But, continued use of delegation may free you up to complete more complex tasks and/or gain you some time for yourself.

DELEGATION STRESSORS
Compromising your own value By successfully utilizing appropriate delegation, your value to the group/organization will grow at a greater rate as you will have more time to do more things.

PRACTICE MAKES PERFECT

It gets easier the more you do it You become more familiar with your delegates Flow-through task delegation

AND, FINALLY..

The secret of success is not in doing your own work but in recognizing the right [person] to do it. ~Andrew Carnegie

THANK YOU