Delegation involves handing over authority and control to someone else while remaining accountable. It allows managers to share decision-making responsibilities and get more work done. Effective delegation has several benefits, including increased productivity, motivated employees, and development of staff skills. However, many managers fail at delegation due to poor planning and micromanagement. To delegate successfully, managers should choose the right person for each task, provide proper training and feedback, and establish clear expectations and controls without interfering excessively. Overcoming barriers like lack of trust and fear of losing control is also important for managers to become good delegators.

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3. 
What is Delegation?

Delegation means handing over some of
your authority and control to someone
else while being accountable of the outcome.
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4. 
It is impossible for one person to exercise
all the authority for making decisions in
the organization.

Studies have shown that many
managers fail because of poor
delegation.
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5. 
Delegation is one of the most important
skills. Technical professionals, team and
business leaders, managers, and
executives all need to develop good
delegation skills. There are many rules
and techniques that help people to
delegate. Good delegation saves
money, time, builds people and team
skills,
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6. 
Analysis: Sorting tasks to be delegated

Appointment: Naming the delegate

Briefing:

Control:

Appraisal: Reviewing and revising. How well
has the delegate performed the task.
Define the task
Monitoring and encouraging
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7. 
Delegation empowers a subordinate to
make decisions, i.e. it is a shift of
decision-making authority from one
organizational level to a lower one.
Delegation, if properly done, is
not abdication. The opposite of effective
delegation is micromanagement, where
a manager provides too much
input, direction, and review of
delegated work.
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8. 1.
Choose the right person for the job.
2.
Train them well.
3.
Be loyal to your staff and they will be loyal
to you.
4.
Delegate responsibility in the right way.
5.
The delegate must accept the
responsibility.
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9. 6. Know how much the delegate is
capable of carrying out.
7. Maintain open lines of communication.
8. Establish proper controls.
9. Receive feedback from the delegate.
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10. 
A Supervisor who avoids delegation of tasks cannot
possibly hope to complete the whole job effectively.

A supervisor should not show reluctance ( a lack of
faith).

The supervisor should not give the impression that the
delegate is going on trial.

The delegate should not be left alone.

The manager should not keep interfering.
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11. 
The delegator must monitor the delegated task.

The delegator must have the right experience to
coach others.

The delegate must be allowed sufficient autonomy to
undertake the task in his own way.

Once an area of responsibility has been delegated
to a delegate it must be left where it has been
delegated, the manager must not keep interfering.
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12. 
How much is the risk?

How much responsibility?

How much authority?

Never keep work simply because you do it better.

Ask if you are delegating enough to others.

Check regularly on progress of the delegated task.

Make sure that everybody knows what he is authorized to
do.
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13. 
You get more done.

You motivate your staff.

You learn to let go.

You create promotion for someone.
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14. 
You get to know people better and so
enhance relationships.

Stress levels decrease across the work
force.

The more you delegate the more
experience staff become.
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15.  The
Supervisor’s Barriers:

Lack of trust.

Fear of losing the job.

Fear of losing the face.

Not being organized.
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16. 
Feeling irreplaceable.

Being too busy.
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Being too suspicious.

Demanding too high standards.
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17. 
Feeling insecure.

Fear of the Boss.
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Fear of taking decisions.

Fear of losing something of high value.
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18. 
Recognize your own barriers.

Overcome your fears.

Don’t feel insecure.

Have confident in your own abilities.

Know the values of delegating.

Ensure your staffs have the right training.
Once you have overcome the above barriers, your efficiency
as a delegator will be greatly increased.
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19. 1. Delegation is a two-way street. That’s
right! Delegation is meant to develop
you and the people you work with.
Consider what you are delegating and
why you are delegating it. Are you
delegating to build people, get rid of
work you don’t like to do or to develop
someone?
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20. 2. To be a good delegator you need to let
go. You can’t control everything so let
go and trust the people you work with.
Hand over those tasks to other people
that are stopping you from reaching
your full potential.
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21. 3. Create a delegation plan. Use a
delegation matrix that shows your
people and the main task components
and how you can develop your people
and get the work done. This will help your
people understand the expectations
being set.
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22. 4. Define the tasks that must be done.
Make sure that the task can be
delegated and is suitable to be
delegated. Some things you have to do
and others can be done by someone
else. Be clear on what the task is and is
not. People like clarity when being
delegated to. So ensure you are clear.
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23. 5. State the required outcomes and results.
Answer questions like what must be
achieved, what the measurements will
be, and clarify how you intend to decide
that the job was successfully done.
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24. 6. Provide and get feedback for teams
members and individuals. It is important
that you let people know how they are
doing and if they are achieving their aim
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25. 
What is meant by the delegation of
responsibility? And why is it so important
for a manager to delegate
responsibility? What are the benefits of
delegation of responsibility in the right
way?
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