What is delegation? Delegation is defined as follows: "Getting work done through others or as directing the performance of one or more people to accomplish organization goals (Managing & Leading: Concepts, 1997, p. 146). Delegation is a part of management. It allows managers to assign responsibility to coworkers to achieve organization goals through the work of others.
In conclusion delegation is the process of achieving performance of certain outcomes for which you are accountable with other individuals who have the appropriate authority to accomplish the work (Sullivan & Decker, 1992, p. 216). Delegation is a complex process that can be quite effective in accomplishing work. It is one of the most effective professional management strategies used which is an art and a skill. Delegation allow managers to transfer work to subordinates, getting work done through others or as directing the performance of one or more people to accomplish organization goals, and turning one authority and responsibility for doing a job to a subordinate; explaining the 'what' and 'why' of a selected problem or job, while leaving the how to the subordinate (Managing & Leading: Concepts, 1997, p. 146).
Managers in my organization delegate as part of their management responsibilities to assign the right position or job to the best qualified person that they think can do the job and do the job right. Managers in my organization use delegation because it allows them to achieve more productivity for the company. Managers in my organization delegate to make sure everybody understand what is wanted and expected of all team members on delegated tasks. Managers in my organization delegate someone who really wants to do the task. If he / she may not know exactly how or what to do but if she wants to do it she will seek out the appropriate resources or find help to complete the task (Valerie Gatlin-Best, 1997, pg. 313).
Managers in my organization delegate a task- the person being delegated to does not feel demeaned; be consistent-delegate certain tasks to certain people; stimulate personnel by encouraging others; be open, honest when looking at the picture as a whole... look for positives / not negatives (Debby Kennedy, 1997, p. 312). Managers in my organization are accountable for what ever goes on (or does not go on) in their departments. If subordinates make mistakes because they have not been taught, the manager is accountable. If subordinates make a mistake because of an overload of "meaningful" responsibilities delegated to them, they are not to blame.
Delegation is also called for because of the onslaught of new knowledge, systems, processes, technology, laws, etc. Mastery of a specific area is possible, but managers can't be true specialists if for no other reason than that by definition, managers oversee functions and / or people. You can't oversee either without continues upgrading of knowledge and techniques (Mosby, 1992, p. 134). Delegation could be used more effectively in planning by writing a list of all the major task for which your team is responsible. Decide which tasks only you can do, do not overload; such as performance appraisals, disciplining employees or handling situations that are politically sensitive or high priority and high risk, and must be done within a short time frame.
Also to determine which task can be given to others on the team. Are certain items recurring or routine, such as monthly sales reports, or routine, budgeting or activity reports? Some one else can handle those duties. In organizing, delegation could be more effective goals in a more optimum fashion, in leading delegation could be more effective to set direction for the organization, groups and individuals and also influence people to follow that direction. And controlling in delegation could be more effective if the organization's systems, processes and structures to reach effectively and efficiently reach goals and objectives. Delegation isn't just a matter of telling someone else what to do. There is a wide range of varying freedom that you can confer on the other person.
The more experienced and reliable they are then the more freedom you can give. The more critical the task then the more cautious you need to be about extending a lot of freedom, especially if your job or reputation depends on getting a good result (Managing & Leading: Concepts, 1997, p. 52). The steps to successful delegation are to define the task, select the individual, assess ability and training needs, explain the reasons, state required results, consider resources requires, agree deadlines, support and communicate, and get feedback on result.
As the business world continues to get more complex and competitive, demands on managers are increasing and changing. They must empower employees and then hold them more accountable. What's more, managers must be able to maximize employees' knowledge and experience to get the results they want. Delegation is effective when an organization functions well and every individual believe their part is vital to the well-being of the organization as a whole. To be effective managers should never ask an individual to do something that you are not willing to do yourself. Managers should know the people whom they are delegating tasks to in order to match the task with an individual's skill and talent.
Managers should always practice to simply thank individuals after completing specific delegated tasks and treat people with respect at all times. In conclusion delegation is a vital tool in the work force. It allows more accomplishments through sharing responsibilities and work load. If give managers the opportunity to receive input from other when tasks are delegated.
Effective managers in cooperates opportunities to increase others's skills and knowledge by simply learning from each other, provide opportunities to increase communication skills, instill encouragement, and to motivate.