Brand experience Dream Center Peoria Presentation.pdf
Delegation
1. DELEGATION, MANAGEMENT MEETING AND
WORKING WITH SECRETARY
A PROJECT OF
WORKSHOP OF TIME AND WORKLOAD
MANAGEMENT
Submitted to: Submitted by:
Prof: Namrata chugh LAKSHAY BANSAL
GGDSD COLLEGE 2424
KHERI GURNA,BANUR BBA-5th SEMESTER
2. Acknowledgement
I would like to express my special thanks of gratitude to my teacher (Prof. Namrata
chugh) as well as our Director (Dr. Baldev Sachdeva) who gave me the golden
opportunity to do this wonderful project on the topic (best way to manage your
task), which also helped me in doing a lot of Research and i came to know about so
many new things I am really thankful to them.
Secondly I would also like to thank my parents and friends who helped me a lot in
finalizing this project within the limited time frame.
LAKSHAY BANSAL
3. CONTENT
1. Delegation
2. Who and how to delegating
3. Delegation, smart and smarter
4. Steps of successful delegation
5. Levels of delegation
6. Meeting management
7. Why meeting management is important
8. How to improve meeting management skills
9. Benefits of one on one meeting
10..Advantages and Disadvantages of meeting
11..The Importance Of Management Meeting Agendas
(Before, During, & After)
12.Working with secretary
13.Role of secretary
14.Why does the secretary do
15.Functions of secretary
16.Benefits of secretary
17.Biblography
4. DELEGATION
Delegation is one of the most important management skills. These logical rules and techniques
will help you to delegate well (and will help you to help your manager when you are being
delegated a task or new responsibility - delegation is a two-way process!). Good delegation saves
you time, develops you people, grooms a successor, and motivates. Poor delegation will cause
you frustration, demotivates and confuses the other person, and fails to achieve the task or
purpose itself. So it's a management skill that's worth improving. Here are the simple steps to
follow if you want to get delegation right, with different levels of delegation freedom that you
can offer.
Delegation is a very helpful aid for succession planning, personal development - and seeking and
encouraging promotion. It's how we grow in the job - delegation enables us to gain experience to
take on higher responsibilities.
Delegation can be used to develop your people people and yourself - delegation is not just a
management technique for freeing up the boss's time. Of course there is a right way to do it.
These delegation tips and techniques are useful for bosses - and for anyone seeking or being
given delegated responsibilities.
5. The Who and How of Delegating
Having decided to delegate a task there are some other factors to consider as well. As you think
these through you can use our free Delegation Log worksheet to keep record of the tasks you
choose to delegate and who you want to delegate them to.
To Whom Should You Delegate
The factors to consider here include:
1. The experience, knowledge and skills of the individual as they apply to the delegated task.
What knowledge, skills and attitude does the person already have?
Do you have time and resources to provide any training needed?
2. The individual's preferred work style.
How independent is the person?
What does he or she want from his or her job?
What are his or her long-term goals and interests, and how do these align with the work
proposed.
3. The current workload of this person.
Does the person have time to take on more work?
Will you delegating this task require reshuffling of other responsibilities and workloads?
Tip:
When you first start to delegate to someone, you may notice that he or she takes longer than you
do to complete tasks. This is because you are an expert in the field and the person you have
delegated to is still learning. Be patient: if you have chosen the right person to delegate to, and
you are delegating correctly, you will find that he or she quickly becomes competent and
reliable.
6. How Should You Delegate?
Use the following principles to delegate successfully:
1. Clearly articulate the desired outcome. Begin with the end in mind and specify the desired
results.
2. Clearly identify constraints and boundaries. Where are the lines of authority, responsibility
and accountability? Should the person:
Wait to be told what to do?
Ask what to do?
Recommend what should be done, and then act?
Act, and then report results immediately?
Initiate action, and then report periodically?
3. Where possible, include people in the delegation process. Empower them to decide what
tasks are to be delegated to them and when.
4. Match the amount of responsibility with the amount of authority. Understand that you can
delegate some responsibility, however you can't delegate away ultimate accountability. The
buck stops with you!
5. Delegate to the lowest possible organizational level. The people who are closest to the work
are best suited for the task, because they have the most intimate knowledge of the detail of
everyday work. This also increases workplace efficiency, and helps to develop people.
6. Provide adequate support, and be available to answer questions. Ensure the project's success
through ongoing communication and monitoring as well as provision of resources and credit.
7. Focus on results. Concern yourself with what is accomplished, rather than detailing how the
work should be done: Your way is not necessarily the only or even the best way! Allow the
person to control his or her own methods and processes. This facilitates success and trust.
8. Avoid "upward delegation." If there is a problem, don't allow the person to shift
responsibility for the task back to you: ask for recommended solutions; and don't simply
provide an answer.
9. Build motivation and commitment. Discuss how success will impact financial rewards, future
opportunities, informal recognition, and other desirable consequences. Provide recognition
where deserved.
7. Delegation And SMART, Or SMARTER
A simple delegation rule is the Smart acronym, or better still, SMARTER. It's a quick checklist
for proper delegation. Delegated tasks must be:
Specific
Measurable
Agreed
Realistic
Time bound
Ethical
Recorded
Traditional interpretations of the SMARTER acronym use 'Exciting' or 'Enjoyable', however,
although a high level of motivation often results when a person achieves and is given recognition
for a particular delegated task, which in itself can be exciting and enjoyable, in truth, let's be
honest, it is not always possible to ensure that all delegated work is truly 'exciting' or 'enjoyable'
for the recipient. More importantly, the 'Ethical' aspect is fundamental to everything that we do,
assuming you subscribe to such philosophy. There are other variations of meaning -
see SMART and SMARTER acronyms.
The delegation and review form is a useful tool for the delegation process.
Also helpful tools for delegation, see the goal planning tips and template, and the activity
management template.
The Tannenbaum and Schmidt Continuum model provides extra guidance on delegating
freedom to, and developing, a team.
The Tuckman 'Forming, Storming, Norming Performing' model is particularly helpful when
delegating to teams and individuals within teams.
Below are:
The steps of successful delegation - step-by-step guide.
The levels of delegation freedom - choose which is most appropriate for any given situation.
8. The Steps of Successful Delegation
1 Define the task
Confirm in your own mind that the task is suitable to be delegated. Does it meet the criteria for
delegating?
2 Selectthe individual or team
What are your reasons for delegating to this person or team? What are they going to get out of it?
What are you going to get out of it?
3 Assess ability and training needs
Is the other person or team of people capable of doing the task? Do they understand what needs
to be done. If not, you can't delegate.
4 Explain the reasons
You must explain why the job or responsibility is being delegated. And why to that person or
people? What is its importance and relevance? Where does it fit in the overall scheme of things?
5 State required results
What must be achieved? Clarify understanding by getting feedback from the other person. How
will the task be measured? Make sure they know how you intend to decide that the job is being
successfully done.
6 Considerresources required
Discuss and agree what is required to get the job done. Consider people, location, premises,
equipment, money, materials, other related activities and services.
7 Agree deadlines
When must the job be finished? Or if an ongoing duty, when are the review dates? When are the
reports due? And if the task is complex and has parts or stages, what are the priorities?
At this point you may need to confirm understanding with the other person of the previous
points, getting ideas and interpretation. As well as showing you that the job can be done, this
helps to reinforce commitment.
Methods of checking and controlling must be agreed with the other person. Failing to agree this
in advance will cause this monitoring to seem like interference or lack of trust.
9. 8 Support and communicate
Think about who else needs to know what's going on, and inform them. Involve the other person
in considering this so they can see beyond the issue at hand. Do not leave the person to inform
your own peers of their new responsibility. Warn the person about any awkward matters of
politics or protocol. Inform your own boss if the task is important, and of sufficient profile.
9 Feedback on results
It is essential to let the person know how they are doing, and whether they have achieved their
aims. If not, you must review with them why things did not go to plan, and deal with the
problems. You must absorb the consequences of failure, and pass on the credit for success.
10. Levels of delegation
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 the other
person is, 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. Take care to choose the most appropriate style for each situation. For each
example the statements are simplified for clarity; in reality you would choose a less abrupt style
of language, depending on the person and the relationship. At the very least, a "Please" and
"Thank-you" would be included in the requests.
Level 1: Do exactly what I have askedyou to do. Don’t deviate from my instructions. I have
already researched the options and determined what I want you to do.
Level 2: Researchthe topic and report back. We will discuss it, and then I will make the
decision and tell you what I want you to do.
Level 3: Researchthe topic, outline the options, and make a recommendation. Give me
the pros and cons of each option, but tell me what you think we should do. If I agree with your
decision, I will authorize you to move forward.
Level 4: Make a decision and then tell me what you did. I trust you to do the research,
make the best decision you can, and then keep me in the loop. I don’t want to be surprised by
someone else.
Level 5: Make whatever decision you think is best. No need to report back. I trust you
completely. I know you will follow through. You have my full support.
11. MEETING MANAGEMENT
The ability to successfully organize and assemble a group of people with shared interests, usually
in a formal setting, for the purpose of discussions is known as meeting management skill.
Effective meeting management involves planning and organizing well-structured meetings where
members of the team can accomplish more in less time.
Within an organization, various types of meetings are conducted where information sharing takes
place e.g. for the purpose of problem-solving, planning, decision making, or a general staff
meeting. Such meetings serve as an important means for coordination between teams and
constitute a significant part of the life of every organization.
12. Why is meeting management important?
According to studies conducted, about 30% of the work time of an average employee is spent in
meetings. Wondering why? It is believed that only 38% of the true meaning and feeling of any
message is conveyed by the manner in which things are said, 7% is carried by the choice of
words and the remaining 55%, which is the largest fraction, is carried by facial expressions and
other non-verbal cues. These statistics obviously make written memos and telephonic
conferences relatively less important than face-to-face meetings.
Therefore, if meetings are so important, so is the ability to manage them effectively. Cost
efficiency serves as the primary importance of meeting management skills. The more organized a
meeting is, the lesser time will be wasted by employees, resulting in increased productivity and
revenues for the organization.
Good meeting management skills also ensure valuable contribution by all team members, which
helps in finding the optimum solutions for issues at hand. Meeting management also plays an
important role in improving communication, interpersonal relationships, teamwork, as well as
employee morale and satisfaction.
13. How to improve meeting management skills
Since effective meetings are indispensable to the success of an organization, the success of your
job as well as your career depends to a great extent on your meeting management skills.
Following are the tips that will help you improve:
Begin by communicating the purpose. Within the first five to seven minutes, outline the
purpose of the meeting very clearly by telling what goals and objectives you wish to
accomplish through this meeting. Also use this time to set a foundation, establish certain
parameters, and decide a timeframe to run the meeting in.
Encourage participation by all. In order to make a meeting more effective, you must be
able to manage it in a way that allows for open discussions. The participants of the meeting
who are shy or reluctant should be given equal opportunity and encouragement to share
their opinions and contribute their ideas.
Press for closure. A decision is not necessarily made at the end of the meeting only. There
can be several items on the agenda of a meeting. To ensure that the members do not lose
track of time or topic, press for closure after a decision is made for each and every item on
the agenda. Summarize the main point at each step i.e. the end of every discussion, as well
as at the end of the meeting. Allocate the roles and responsibilities and have everyone
acknowledge their agreement.
14. The Benefits of One-on-One Meetings
One-on-one meetings are the single most valuable tactic practiced by successful leaders. When
implemented correctly, these brief, weekly check-ins boost employee engagement and
performance, and provide you with the opportunity to get to know your people exceptionally
well so that you’ll have better access to unfiltered information. This will allow you to drive
stellar results and increase performance across the entire organization.
Here are a five more specific ways in which one-on-one meetings can be used to your benefit:
1. They strengthen relationships amongst team members and leaders.
Your people – like anyone else – rely on the basic human need to feel validated. Sharing in face-
to-face communication lets them know that their insights and concerns are appreciated and taken
into consideration.
2. They won’t take up any more time.
The amount of time you spend holding ad-hoc conversations with your employees,
communicating by email, and tracking down crucial information will be condensed almost
entirely when replaced with a single, brief one-on-one meeting that acts as a high-level overview
of current issues and progress.
3. You’ll build loyalty.
Employees will place a greater sense of trust in your leadership if you meet with them regularly
for one-on-ones. Loyalty cannot be built through a drive-by relationship with your people in
which you only meet with them on a quarterly basis.
4. It benefits everyone.
Not only will you have the opportunity to discuss needs, goals, and expectations, but you’re also
giving your directs an advantage by providing your undivided attention. Within this time, your
employees are given the chance to relay their progress and receive clear direction for upcoming
priorities.
5. You can give feedback in a way that’s meaningful and personable.
Providing feedback for your employees can be uncomfortable, but one-on-one meetings provide
the ideal opportunity for letting your directs know how they’re doing, and what you expect from
them moving forward – it doesn’t have to be more complicated than that.
In fact, one-on-one meetings are entirely uncomplicated, because they take the guesswork out of
management. When you know your people well, you’ll be able to access unfiltered information
that you can use to make informed, forward-thinking decisions to drive exceptional results.
15. If you are interested in improving your One on One meetings at our company, please check out
our Atim Pulse Report – we have a 30 day free trial. It helps executives and managers:
Track weekly progress towards our goals, without micromanaging for your One-on-Ones
Show the bottlenecks and challenges for your employees that you can tackle during One-on-
Ones
Improve e manager’s effectiveness in One-on-One meetings with employees.
16. Advantages of meetings:
In the business organizations meetings are used for a variety of purpose. There are some
advantages of meeting which are stated below:
1. Democratic process: Meeting is a democratic process of taking decision. None can blame
other for the decision because it is taken in presence of all the members.
2. Improve decision: Improve decision can be taken through meeting. Because every matter
is discussed pros and cons and nothing is left over unconsidered. Proverb says ”Two heads
are better than one.”
3. Participative management: Participative management can be materialized through
meeting. Al the departmental heads and supervisors may sit together for taking decision.
4. Help in co-ordination: Meeting can help for co-coordinating the work as a whole
because all the parties or members are presented in the meeting.
5. Covey information to a large gathering: Meeting can convey information for all
departments. Besides the presented members exchange their views, idea, opinion and
feeling at a large gathering.
6. Others: Provide necessary information to a group of people, report on some incidents or
activities, create involvement and interest, formulate policies etc.
17. Disadvantages of meetings:
There are some limitations and disadvantages of meeting. These limitations and disadvantages
are discussed below:
1. Time consuming: Meeting takes much time to take decision. We know that to hold a
meeting is very time consuming.
2. Costly: It is too much expensive. Because the company has to decorate the conference
room, pay the T.A. and D. A. to the members, pay for cards etc.
3. Formalities: There are many formalities to hold on a meeting. Agenda, minutes,
regulations are needed for a valid meeting.
4. Difficult to control: Sometimes it becomes very difficult for the speaker or chairman to
control over the meeting because proverb says, “Many men many minds.”
18. The Importance Of Management Meeting Agendas (Before,
During, & After)
A great deal of time and effort go into effective team meetings, including:
Preparing for the meeting.
Ensuring the right people are in the room.
Managing a tight agenda.
Reviewing the content beforehand.
Preparing for decisions to be made during the meeting.
Following through after the meeting.
Knowing that good management meetings don’t happen by accident is key—but that is only the
first step of many on the journey to making your meetings effective. To ensure it happens, you
need to take action—and that’s where we come in.Here’s everything you need to know to have
effective team meetings in your organization, including what you can do before, during, and after
these meetings to set yourself up for s
19. Before The Meetings
In preparation for your meetings, take the following into account:
There must be clear accountability for who is presenting each part of the agenda.
The meeting facilitator must ensure engagement by answering the following participant
questions prior to the meeting:
o Why are we having this meeting?
o What do you need to accomplish once we are done?
o What is my role in the decision-making?
o Why should I invest my time in this meeting?
Information for upcoming meetings must be sent out in advance to allow meeting
participants to fully prepare.
20. During The Meetings
There are three different types of management meetings you’ll want to think about:
Monthly meetings
Quarterly meetings
Annual strategy refresh meetings
These meetings fit together in the following way:
21. After The Meetings
Following your meetings, you’ll need to take the following into account:
Publish your meeting minutes and action plan within 24 hours to ensure everyone understands
their responsibilities.
o Meeting minutes should be comprised of high-level meeting notes and details that are
important for those involved. This record can act as a reference point for those who were in
the meeting, for upper management, and for those who did not attend the meeting.
o This step is important both because the decisions will be fresh in everyone’s minds and
because action items can only be completed after the meeting minutes are published and sent
out.
Prepare for the next meeting by creating a new agenda.
Have the scorecard managers monitor the completion of action items and offer assistance where
it’s needed.
22. WORKING WITH SECRETARY
A company secretary is a senior position in a private sector company or public sector
organization, normally in the form of a managerial position or above. In large American and
Canadian publicly listed corporations, a company secretary is typically named a corporate
secretary or secretary.
The company secretary is responsible for the efficient administration of a company, particularly
with regard to ensuring compliance with statutory and regulatory requirements and for ensuring
that decisions of the board of directors are implemented.
Despite the name, the role is not clerical or secretarial. The company secretary ensures that an
organization complies with relevant legislation and regulation, and keeps board members
informed of their legal responsibilities. Company secretaries are the company’s named
representative on legal documents, and it is their responsibility to ensure that the company and its
directors operate within the law. It is also their responsibility to register and communicate
with shareholders, to ensure that dividends are paid and to maintain company records, such as
lists of directors and shareholders, and annual accounts.
In many countries, private companies have traditionally been required by law to appoint one
person as a company secretary, and this person will also usually be a senior board member.
23. The Role of the Secretary
This information sheet gives a quick overview of the main roles of officers, and a more detailed
explanation of the role of the secretary.
The Chair is responsible for the smooth and fair running of the organization. Their main job is to
chair the meetings of the organization.
The Treasurer has overall responsibility for the organization’s finances. Their main job is
keeping financial records.
The Secretary is responsible for keeping people informed about the organization’s activities.
Their main job is taking minutes of meetings.
This information sheet looks at the main jobs a Secretary usually does. There are separate pages
on Setting the Agenda , Chairing a meeting and The Treasurer’s Role.
24. What does the Secretary do?
The exact work of the Secretary will vary from organization to organization. It is worth having a
discussion in your group to agree what the responsibilities of all the Management Committee
members should be.
This list can be used as a guide to the Secretary’s job:
Taking minutes in meetings.
Keeping files of past minutes and reports.
Letting people know when and where the next meeting is and what it is about.
Helping to prepare agendas for meetings with the Chairperson.
Writing and receiving letters on behalf of the group.
Keeping members informed of what correspondence has been sent out and received.
Keeping a record of membership.
Keeping a record of important phone numbers.
How you organize this work is up to your group to decide. You may want to divide the jobs up
amongst a number of people. You could have a minutes secretary, a correspondence secretary,
and a membership secretary.
Or you may want to have a Secretary and Chairperson who work closely together, and share
some of these tasks.
It just depends on the size of your group, the amount of time people have available, the skills
people have, and what people like doing.
25. Functions of secretary:
(1). Secretarial functions:
To ensure compliance of the provisions of Companies Law and rules made there-under and other
statutes and bye-laws of the company.
To ensure that business of the company is conducted in accordance with its objects as contained
in its memorandum of association.
To ensure that affairs of the company are managed in accordance with its objects contained in
the articles of association and the provisions of the Companies Law.
To prepare the agenda in consultation with the Chairman and the other documents for all the
meetings of the board of directors.
To arrange with and to call and hold meetings of the board and to prepare a correct record of
proceedings.
To attend the broad meetings in order to ensure that the legal requirements are fulfilled, and
provide such information as are necessary.
To prepare, in consultation with the chairman, the agenda and other documents for the general
meetings.
To arrange with the consultation of chairman the annual and extraordinary general meetings of
the company and to attend such meetings in order to ensure compliance with the legal
requirements and to make correct record thereof.
To carry out all matters concerned with the allotment of shares, and issuance of share certificates
including maintenance of statutory Share Register and conducting the appropriate activities
connected with share transfers.
26. To prepare, approve, sign and seal agreements leases, legal forms, and other official documents
on the company’s behalf, when authorised by the broad of the directors or the executive
responsible.
To advise, in conjunctions with the company’s solicitors, the chief executive or other executive,
in respect of the legal matters, as required.
To engage legal advisors and defend the rights of the company in Courts of Law.
To have custody of the seal of the company.
(2). Legal obligations of secretary:
Filling of various documents/returns as required under the provisions of the Companies Law.
Proper maintenance of books and registers of the company as required under the provisions of
the Companies Law.
To see whether legal requirements of the allotment, issuance and transfer of share certificates,
mortgages and charges, have been complied with.
To convene/arrange the meetings of directors, on their advise.
To issue notice and agenda of board meetings to every director of the company.
To carry on correspondence with the directors of the company on various matters.
To record the minutes of the proceedings of the meetings of the directors.
To implement the policies formulated by the directors.
To deal with all correspondence between the company and the shareholders.
To issues notice and agenda of the general meetings to the shareholders.
27. To keep the record of the proceedings of all general meetings.
To make arrangement for the payment of the dividend within prescribed period as provided
under the provisions of the Companies Law.
(3). To maintain the following statutory books:
the register of transfer of shares;
the register of buy-backed shares by a company;
the register of mortgages, charges etc.;
the register of members and index thereof;
the register of debenture-holders;
the register of directors and other officers;
the register of contracts;
the register of directors' shareholdings and debentures;
the register of local members, directors and officers, in case of a foreign company;
Minute books;
Proxy register;
Register of beneficial ownership;
Register of deposits;
Register of director’s share holding; and
Register of contracts, arrangements and appointments in which directors etc are interested.
28. (4). Other duties:
The company secretary usually undertakes the following duties:
(a) Ensuring that statutory forms are filed promptly.
(b) Providing members and auditors with notice of meeting.
(c) Filing of copy of special resolutions on prescribed form within the specified time period.
(5). Supplying a copy of the accounts to every member of the company, every debenture holder
and every person who is entitled to receive notice of general meetings. You must send annual
audited accounts.
(6). Keeping or arranging for the having of minutes of directors' meetings and general meetings.
A part from monitoring the Directors and Members minutes books, copies of the minutes of
board meetings should also be provided to every director.
(7). Ensuring that people entitled to do so, can inspect company records. For example, members
of the company are entitled to a copy of the company's register of members, and to inspect the
minutes of its general meetings and to have copies of these minutes.
(8). Custody and use of the common seal. Companies are required to have a common seal and
the secretary is usually responsible for its custody and use. (Common seals can be bought from
seal makers)
29. BENEFITS OF COMPANY SECRETARY
Strong commercial benefits can result if a company has a good company secretary. Let me state
that even more directly: If you have a good company secretary, your company will probably
achieve a higher valuation. That, of course, means extra dollars in the pocket of each
shareholder.
The reason that a good company secretary makes strong commercial sense and can equal dollars
is fairly simple. Due diligence is a key component of any credible sale or investment. These
benefits become even clearer when we understand Why Due Diligence is Important.
In that process, someone comes in and goes through the company’s records and runs the ruler
over the business. Their job is to size up the deal and to spot flaws. Stated another way: Their job
is to find reasons not to invest. First impressions count. A well-organized set of company records
that contain a consistent trail of documentation will create a favorable impression.
