38. References Mills, J ( 2002, August) Delegating Effectively: How to Let Go and Why, The O&P Edge, Retrieved from http://www.oandp.com/articles/2002-08_08.asp Smith, G. ( 2009) How to Delegate Effectively, Career Know How, Retrieved from http://www.careerknowhow.com/delegate.htm Sojn, R., (2009), Delegating Strategically, Wright State University, Retrieved from http://www.wright.edu/~scott.williams/LeaderLetter/delegating.htm Blair, G ( 2009) The Art of Delegation, Management Skills, Retrieved from http://www.see.ed.ac.uk/~gerard/Management/art5.html Francis, M. (2007, January 20). Effective Management. Retrieved from http://changingminds.org/articles/articles/effective_management.htm Hasan, . (2007, June 23). How to Delegate Effectively. Retrieved from http://www.dirjournal.com/guides/how-to-delegate-effectively/ (n.d.). How to Delegate Properly. Retrieved from http://www.bayt.com/en/career-article-2781/
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What exactly is delegating? Delegating is a process of assigning responsibility and authority for accomplishing objectives. There are numerous benefits to delegating which include more time for other high priority tasks. Delegating can help train employees and improve their self esteem. It also has the benefit of enriching jobs and improves personal and work outcomes. On the other hand, delegating can have its obstacles. It can make you reluctant to stop doing tasks personally. Some managers fear that their employees will fail to accomplish the delegated task successfully. One of the largest issues with delegating is the threat of employee success, that the employee could become competition for their position. (Blair, 2009)
What?Determine what you want to delegate. You can use your activity log or daily planner to help you figure out which jobs are low yield.(Mills, 2002) What could be successfully done by some one else or what task would be the least costly? This will allow you more time to work on the jobs that are of a higher stature. ( Mills, 2002)Who?Think about who you want to delegate too as well as their level of development and the level of responsibility. You want to delegate something that will help build your employees competence. (Smith, 2009)
Organizing the task clarifies all needs and objectives to be met. In order to organize you should generate an outline of the tasks needed to be completed. Be sure that the employee is comfortable with completing this task and that they have enough time to dedicate to the task. ( Mills, 2002) Clarify the results that are required for the task. Establish a time limit in which the task needs to be completed, along with any financial limitations if applicable. Be sure they understand that they will be held accountable for the results, just as a manager would be held accountable for their results. (Sojn, 2009), Lastly, make sure you ask questions to determine that the employee understands what is to be expected of them. If their answers are not the same then be sure to review in full detail. If the employee understands your vision they are more empowered to work towards that vision. ( Mills, 2002)
Leading is a very important step in delegating, it allows you to follow through and provide guidance until the objective is met. One of the first things to do is to Establish a follow up time, using a series of meetings will allow you to monitor the progress and see if the employee has any questions that have come up along the way. These scheduled meetings also acts as an indicator to whether the employee needs help or if they are able to finish the task. (Smith, 2009) Another reason for following up with the employee this will allow you to lead them in the direction they need to go by recommending alternative solutions to their problem. However, you should always make the employee aware of how you would want them to handle any problems that may arise. Tell them if you want them to ask you questions when they have bumps in the road. Never leave the employee in full control of taking that decision making on their own. “The only stupid question is not asking a question”. (Sojn, 2009) Finally you should inform others that you have delegated this task to that employee. Especially if you have given that employees specific rights to things they may not normally have access too. (Smith, 2009)
The last important steps in delegating is control, in order to control the scenario you must do this from the appearance of a distance. You need to periodically evaluate the progress and results and provide necessary consequences. (Sojn, 2009). You should only accept finished work, unless an emergency has come up and the employee is not able to finish. Employees are often tempted to give back the task or do poorly on it so that they will not be asked again, discourage this attitude at all times. ( Mills, 2002) One of the most important things in controlling is giving credit to a job well done. Make sure to inform others of how well this employee successfully completed their task. They will be more apt to do well again. Positive reinforcement is a sure way to get success. (Smith, 2009)
As a manager, you cannot do everything yourself. Managers need to be able to concentrate on managing and in order to do this effectively, managers have to be able to delegate responsibilities to others. The quality of manager and effective management styles can determine the culture of the organization, the productivity of its staff and ultimately the success or failure of the company (Francis,2007).In the ability to delegate tasks, trust is an essential element in the relationship of manager and his or her team. A manager demonstrates their trust in others through their actions – how much the manager checks or controls employee work, how much the manager delegates, and how much the manager allows people to participate (Francis,2007).
Effective delegation benefits companies by saving money, promoting teamwork, increasing productivity and efficiency and promoting professionalism (Hasan,2007). Companies also receive a better overall quality of work as leaders are enabled to focus on more important corporate tasks rather than the mundane tasks and day to day operations, leaving knowledgeable employees to become involved in direct decision making activities related to their roles (“How to Delegate”).Successful businesses, regardless of size, encourage not only their managers and supervisors but also others to master the art of delegation (Hasan,2007). Leadership involves discovering new and more effective ways to create opportunities and long term growth and success for the company.
There are a few things to consider when it comes to what you should delegate and what you should not delegate. Giving tasks that are low yield or low priority are best for delegating. Some of these tasks would include paperwork, routine tasks, technical matters ,tasks that are associated with helping the employee solve their own problem. An example of these tasks would be data-entry, setting up headsets, and giving them a task that will help them complete one of their own personal jobs. For instance if an employee is having issues with finishing their own work due to an obstacle that they would come to you about, you could send them to fix that obstacle. This will only make it easier the next time they come across the same issue. (Sojn, 2009). However there are several things you should not delegate to an employee that would include, anything that you should be involved in because of your unique knowledge or skill, personnel matters ( evaluations, discipline, and firing), confidential matters, projects or tasks in crisis, and activities that are personally delegated to you. (Sojn, 2009).
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